Times can be frenetic during the post–acquisition period, when the pressure is on to deliver merger commitments without compromising revenue momentum or operations.
Typical Situation
You are faced with identifying, developing and implementing an enormous number of initiatives — all the while focusing on achieving the expected synergies that were baked into the purchase price.
You have to deal with concerns — in your own organization and the acquired one — about which units, technologies, systems, platforms, product lines and departments will survive. Will they be the best ones? Or simply the buyer's?
On top of it all, you still have to deliver day to day results.
Benefits of The IR Approach
Budget and personnel data can be shared and analyzed among common units while protecting salary confidentiality.
Merging units can be grouped for collaboration and valuation purposes, yet remain separate organizationally until decisions are made by the senior team.
Provides for a structured process, leveraging e-Impact data, to ensure that the "best" processes prevail.
Increases the efficiency of merger-related activity — reducing the total time spent and also reducing the likelihood of operational issues during merger integration.
