Global competitiveness and industry consolidations have fueled the urge to merge. In recent years, companies have spent trillions of dollars on M&A activity. Unfortunately, research indicates that only one third of these corporate "marriages" live up to expectations: the expected synergies take too long; people can't work together effectively; systems don't mesh; and often the unique resources that prompted the acquisition - the best employees, the most valued customers - leave. Even when mergers achieve their financial goals, the human costs tend to be exorbitant.
The purpose of RHS&A's integration work and this website is to help your merger or acquisition to overcome these difficulties, and be much more likely to succeed. To do so, we distill our experience in GE Capital, GE Lighting, Zurich Financial Services, and many other companies to bring you the principles and practices of successful integration and a comprehensive set of tools to support this work.
Pre-Acquisition
Acquirers begin thinking about integration, ensuring that the right information is collected during due diligence, and that it is systematically communicated to the Integration Manager and other key members of the integration leadership and team.
Ramp-Up
Steering Committee sets the vision and stretch goals for the integration, and mobilizes integration resources. The Integration Manager and Team begin the planning work, laying the foundation for rapid execution. Communication and workforce are first addressed.
Rapid-Execution
Day 1 and ongoing integration plans are implemented. Key challenge is to ensure that the work is being accomplished on time and on plan, through sharp accountability, strong project management, and timely decision-making support from the Steering Committee.
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Contact: info@ai-tools.com | phone: +1 (203) 322-1604
30 Oak Street, Stamford CT 06905