Post-Acquisition Integration Strategies

Course Description Most mergers and acquisitions which fail do it in the post-acquisitions stage. Lack of sound integration processes lead to poor consolidation, management clashes and actual depreciation of company's value. This focused two day training looks at running successful and controlled post-acquisition integration programmes which maximise synergies and minimise risk. You will have a chance to explore how to prepare and deliver integration across different departments and functions including: HR, IT, finance, operations, sales and marketing and supply chain. Taught by an expert in business integration the course gives the delegates sound grounding in approaches and techniques used by some of the world's best companies to deliver value from acquisitions.

What Will You Learn By the end of this course you will be able to: Realise the full value of each deal through post-acquisition integration Conduct focused integration and deliver strategic synergies in full Deliver synergies in the shortest timescale consistent with controlled integration process Decide the most appropriate level of integration Establish control over the integration process and manage risk Lay the foundations of the integration success through due diligence Make most of the crucial first 100 days Avoid post-integration clashes of management style and cultural differences

Main Topics Covered During This Training Linking pre-deal strategy to post-deal integration Setting up integration objectives and planning Establishing and controlling the integration process Integration drivers - synergies Establishing timeline, speed, cost and control Integration governance and structure Reporting and planning Delivering integration across different departments and functions including: HR, IT, finance, operations, sales and marketing and supply chain Role of communication in the process Procurement, R&D, legal and HSSE

Who Should Attend The course is designed for Directors and Senior Managers involved in or responsible for the integration of business acquisitions and mergers MDs, COOs and CIOs Operations Directors and Managers HR Directors and Managers Finance Directors and Financial Controllers Integration Directors and Team Leaders IT Directors and Managers Communication Managers as well as Consultants, Accountants and Lawyers

LAYING THE FOUNDATIONS

M&A integration overview

• Linking pre-deal strategy to post deal integration
• Why mergers fail? Defining success
• What is integration, and its objective
• Integration strategies
• What to expect during integration?
• Transforming the business

 

Planning for integration

• Establishing integration priorities during due diligence

 

Integration checklist

• 100 Day planning and Day 1
• Planning for 'the dip' in productivity and service
• Reviewing integration readiness
• Accounting for business combinations

 

Establishing and controlling the integration process

• Integration drivers - synergies, how deep to cut
• Establishing momentum - speed, cost and control
• Integration governance - board supervision
• Integration standards, risk management
• Integration management - mobilization, integration management office parallel planning process
• Integration control - progress reporting, detailed plans, change control
  

 

INTEGRATION ACROSS DIFFERENT DEPARTMENTS AND FUNCTIONS

Finance  

• Links with other parts of the integration
•  We will need a formal communications plan specifically for the finance function; this will contain content, message delivery and timing.  It will fit with the activity in the finance integration, but also with all other communication plans within all other workstreams.  We will also need to think about the external stakeholders and provide them with financial information they need
• Finance readiness review
•  Financial integration strategies
•  Learning points for finance 
• Outsourcing 
• Financial basics
• Financial risk management
• Benchmarks and key performance indicators
• What infrastructure do we need
• Finance organisation – people
• Processes and IT 

 

IT

• Due diligence for integration
• Assess readiness for integration
• IT strategy
•  Reasons for change in IT during a merger 
• Level of integration – how far to integrate
• Links with other parts of the integration
• Issues during an integration
• Do the basics 
• Integrate or consolidate systems
• IT integration success 
• IT integration checklist

 

Human Resources  

• HR for the integration (outside HR)
• HR Checklist
• HR for the HR integration 

 

Communications 

• Management communications
• Communications overview
•  Communications for the whole integration 
• Communications perspective day one
• The integration of communications 

 

Sales & Marketing 

• Links with other parts of the integration
• Sales & marketing overview
• Branding
• Channel management 
• Culture of sales & marketing
• Communication planning
• Integration of sales 
• Integration of marketing
• Customer perspective day one
•  Revenue generation 

 

Supply Chain  

• Level of integration – how far to integrate
• Links with other parts of the integration
•  Supply chain overview 
• Operating synergies
• Process review
• Management controls
• Supply chain overview
• Revenue

 

Head office & property 

• Head office consolidation
• Deciding on the level of integration
• Property integration 

 

Procurement, R&D, legal, HSSE

Danny Davis

Danny is a guest speaker at a number of the world’s top business schools, sits on the CMI experts panel, and has been published in many business journals including Finance Director Europe (FDE), The Chartered Institute of Management Accountants (CIMA) , The British Compute Society (BCS) and Developing HR Strategy, journal of brand management.

His new book:  “M&A integration: how to do it – planning and delivery” brings his unique background that combines experience as an international sportsman, sales, marketing and business management in large corporate, a strategy consultant and a decade of deal making. This background means he understands the theory but combines this with a proven ability to deliver M&A integration and large transformations in highly complex organisations.

Danny has worked small to large deals; a 100 employee company taking over a 25 employee, through to a deal worth $16bn. His contributions have ranged from 2 days training or mobilisation to 3 years of running the strategy, planning mobilisation, tracking, governance, delivery and successful completion of a $6bn deal across 30 countries, all functional areas and moving 250 businesses down to 120.

He brings to the classroom the ability to blend strategic theory, practical experience and real life war stories which makes the training course a very interactive and practical learning experience. 

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Upcoming Open Public Courses 

• Investment Performance Measurement 
  
• Operational Risk Management  

 

In-Company Training 

• Planning Successful M&As
• Distressed Mergers
• Deal Structuring and Documentation
• Equity Valuation
• Due Diligence
• LBO & Merger Modelling
• Leveraged Finance
• Capital Raising Strategies
• Financial Forecasting
• Analysing Financial Statements
• DCF Valuation and more

 

If you have a group of 3 or more people, we can customise any of our 100 financial or soft skills programmes and deliver it in any location worldwide. 

 

All our trainers have at least 20 years of practical experience from their respective sectors and understand well the day-to-day requirements and challenges your employees are tackling. They have great communication skills and bring al lot of enthusiasm to the classroom. 

E-mail us or call on +44 (0) 207 995 8597 to discuss your requirements and we will be happy to prepare the training programme best suited for your organisation. 

Check our In-Company Training page.