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Merger Integration
First there is the merger deal and then there is the process of planning and implementing the changes that integrate the pieces into a single merged corporation. The integration process is demanding because most managers have only limited experience with mergers, they are uncertain about their future roles and working relationships, and are under pressure to make changes so that improvements in operations and reductions in costs are realized quickly. The integration of business functions between the two organizations is difficult and time consuming but it can be planned and then executed according to plan. Most of the unknowns that raise havoc with merger integration are in the white spaces. The white spaces occur between the boxes on organization charts and in the differences in organization cultures, expectations about the merger, and communication styles. It is here that significant misunderstandings occur, communication falters, roles change, priorities conflict, risks are unknown and normal business is no longer normal. During merger integration the white space issues are often critical for the future of the organization. The tools that mangers have relied on to deal with these issues have to be modified or reinvented. What's the solution? Merger implementation and resolution of white space issues is streamlined by adding a trusted third party that brings related expertise and experience and works with both partners in the merger to:
Examples of Related Experience:Two educational institutions with more than 1500 campuses encountered problems in the integration of their computer systems following a merger. As part of the resolution team, developed project management processes combining the best features from both organizations to provide direction for resolution of systems integration issues, get control of the project request backlogs from both organizations, and manage the systems development and implementation process. In support of the merger of two for-profit educational companies with more than 900 nationwide locations established and managed a project management office (PMO). Used the office to develop the integration project plan, track and report progress and issues, , manage project communication, and mediate issue between the systems organization and operations, personnel, and finance. Focused on the integration of HRmis/Payroll and Financial system from one company with the point-of-sale system from the other. Reported directly to the CEO. Provided third party oversight for the entire project which was completed as scheduled. Member of the project management office (PMO) for a major mid-west bank with responsibility for planning processes, progress reporting and project communication of Y2K. In 1998 they acquired a major west-coast bank. It was too late to merge Y2K processes. Served as a key participant in coordinating policies and processes and interfaces with multiple regulatory agencies. Member of the project management office (PMO) for the merger of two of the largest banks in California. Developed the project communication strategy and managed communication about critical-path plans, issues, and progress to line managers and executives. Served as trusted third party in the identification of potential customer issues and development of tactics to minimize their impact, development of customer communication strategies, and resolution of organizational differences. Fifteen month project plan was completed in 13 months.
Contact: Hal Amens hal@lpf.com 310-902-0560
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Provide guidance to executives and managers that facilitates informed and timely merger related plans and decisions that are owned by the managers responsible for their execution