PMI in a Hostile takeover
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Interested to understand if anyone has led a PMI in a hostile takeover, and if so, what were the key adjustments needed in PMI in the challenging environment. Also, were synergy targets set appropriately to account for the fact that synergy progress will be negatively affected in a hostile deal?
Great post. While I haven’t been involved in a hostile takeover, I would imagine that certain synergies may be overlooked or deprioritized, since an integration might not have been the primary objective. I’d also expect that specific synergies and KPIs would be given greater weight depending on the strategic intent behind the takeover.
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