Integration – more than financial results
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I would like to get yor view on the possibilities to change the mindset that integration success is 100% linked to financial performance. I want to change this in my current company.
I don’t think you can change that but you can shift the thinking towards linking the financial results to the achieving success with x or y, so the financial success is only a consequence of the successful integration in areas x and y.
Inevitably, an integration will be translated in some shape or form into more value for the company.Great question Lena
I think the only way to change this approach is to build an all encompassing success structure that would connect the dots of the integration process. By linking all elements you will be able to prove that without many other elements, financial success is not possible to achieve.
Hope it helps
EdwardIt’s challenging to change the mindset of management if their sole metric of success is purely financially based. However, one can quantify other metrics that are important to an integration, but not purely financial.
For example:
– Cultural assessment and integration progress
– Outgoing quality and customer satisfaction levels pre and post merger
– Talent retention
– IT issue tracking
– PMI survey scores and areas for improvement (with actions)
– Regulatory compliance
– Many others…It’s important to share these metrics as a baseline, and then with each KPI / Synergy SteerCo update to ensure management sees the impact and progress of non-financial KPIs.
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