PMI by Department

Viewing 4 posts - 1 through 4 (of 4 total)
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  • #58284
    Sean Mullin
    Participant

    Has anyone found any particular areas of the company(ies) to struggle with post merger integration vs. those that excel (example: IT and operations seem to struggle where finance did not). Why and what drove the end result – departmental culture, complexity, IMO leads, etc.?

    #58310
    Ian Smith
    Participant

    I see a lot of success story’s coming from seasoned acquirer’s – it is rare that everything goes to plan when it is a first for the buyer or seller or both.
    A lot of the time it is culture, protection of ego, hubris and fear of change that affects adversely the success of a merger. Things get left behind too during DD due to lack of expertise.
    This can be a factor too when people who have done many mergers or mistake scale to be the same as complexity and get complacent.

    #83670
    Abhijit Dutta
    Participant

    I think integration of each line function brings in its own set of operational challenges to deal with during integration. However I see cultural mismatch, communication gap and lack of clarity on deal objective as the major reasons why companies struggle during post merger integration phase.

    #83953
    Erin Gray
    Participant

    For my company, our Accounting department struggled the most due to the target company using different accounting methods and programs.

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