Logo Element - Dr. Kraus & Partner

Case Study on Mergers

Growth through Acquisition

Meeting the challenges of a merger

The merger is more than just numbers, data and facts.

Situation

The right company for the takeover has already been identified with the help of team of lawyers and financial experts. Negotiations are ongoing and show hope for an early contract.

The preparation for the merger of the two companies is in full swing: IT systems are being verified and adjusted, the first processes are being analyzed and prepared for synthesis. It quickly becomes clear that, in addition to these factors, it is the people who have a significant influence on the success of the merger.

The cultures of the two companies seem to be different - this is evident from the initial talks with employees of the acquired company. Knowledge must be shared, all essential changes must be communicated and the new direction must be made clear.

Without employee involvement and consideration of the "old" world, it will be difficult to make the merger a success.

Two (companies) become one - Many people turn into even more people

Challenge

  • Positions need to be reviewed and filled again - staff interviews are held to clarify whether the employee will follow the path.
  • The synergies of processes and the associated process optimization are difficult to achieve.
  • Former competitors are now becoming colleagues.
  • Communication about the future of the new company and all steps of the merger must be adequately communicated to the target group.
  • It takes the acceptance of employees in order to get involved in the new situation.
  • Definition of the merger strategy: Consolidation, combination, obtaining or transforming

A clear structure and parallel working processes are the key to success.

 

Solution:

In order to make this merger successful, we focus on four task groups. The focus resulted from the discussions with management and the experience gained from working with the company thus far.


PMI control
  • Establishment of program management and a PMI office
  • Clarification of the future organizational structure
  • Establishment of integration structures and roles (change agents, sounding boards, change barometers)

Communication
  • Development of a communication concept
  • Integration as a blueprint of the communication content
  • Establishment of regular information formats (state-of-the-art integration updates)

Creating a common culture
  • Alignment of senior management with the integration structure and its goals
  • Qualification of all leadership executives
  • Grieving process and a new beginning for the future
  • Coaching
     
Process optimization and synergies
  • Synergy assessment and process map
  • Harmonization and optimization of processes
  • Establishment of budgeting and measurement of key figures

 

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