Webinar: Key aspects for maximizing synergies through effective Post Merger Integration

50 %
50 %
Information about Webinar: Key aspects for maximizing synergies through effective Post...
Business & Mgmt

Published on March 6, 2014

Author: GPMIP

Source: slideshare.net

Description

This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'

The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c

Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.

Key Aspects for maximizing Synergies through effective Post Merger Integration GPMIP Webinar Series February 20th, 2014 Dialogue of this webinar available on YouTube

Key Aspects for maximizing Synergies through effective Post Merger Integration GPMIP Webinar Series February 20th, 2014 Stefan Hofmeyer Moderator Partner, GPMIP San Francisco

About Global PMI Partners An international services organization comprised of 10 country-based firms We provide pre- and post-merger integration services (M&A Integration) for mid-size and large scale acquisitions Training | Advisory | Integration Execution GPMIP Partner Firms Our extended network of PMI consultants

Today’s Webinar & Panel Discussion Scott Whitaker Presenter & Panelist Founder, Whitaker & Company GPMIP US Partner Michiel van der Heijden Panelist Global Finance & Operations Director Mölnlycke Health Care Danny Davis Panelist Founder, DD Consulting GPMIP UK Partner Scott is author of the Merger & Acquisitions Integration Handbook. Serving clients across industries, Scott has over 20 years’ experience in strategic planning and all aspects of M&A integration. Michiel is involved heavily in M&A and integration projects and is responsible for valuations of potential M&A targets. Recently he managed an integration of a Polish manufacturer and an acquisition in Germany. Danny is an author, a guest speaker on M&A integration at London Business School and was programme director M&A at Henley Business School. As a lead consultant, Danny has been involved in deals from £5mnto £16bn. Christophe Van Gampelaere Thomas Kessler Stefan Hofmeyer Panelist Founder, Integrator International GPMIP Belgium Partner Christophe started Ernst & Young's transaction integration practice for the Benelux countries before founding Integrator International. He has led multibillion dollar global deals for both integrations and carveouts. Panelist Founder, Integration Success GPMIP German Partner Thomas has delivered more than 28 integration projects across Europe, North America and Asia. He regularly trains European and South East Asian companies in M&A Integration and is a guest speaker at Zurich University of Applied Science. Moderator President, ModalMinds Inc. GPMIP US Partner Stefan has delivered business transformation across 31 clients with focus on extended management and process improvement. He is deeply involved with US / China cross border business development.

Post Merger Integration Introduction GPMIP Webinar Series February 20th, 2014 Scott Whitaker Presenter and Panelist Partner, GPMIP Atlanta

Integration Activities Pre-planning • Setting the Parameters of integration timing, addre ssing core business strategy issues, if necessary, an d securing outside resources Integration Due Diligence Integration Office Planning • Securing background data on all functional business areas and business activity to inform your integration planning • Establishing an IMO to run your integration project Execution • All major integration activities, co mmencing from day one of your integration to end state Wrap-up • Post integration surveys and integrationclosing activities

Integration: What Could Go Wrong? Preparation Preparation 1 People 1 Execution 0

Integration: What Could Go Wrong? Preparation Preparation • • • • • • • People Execution Lack of integration pre-planning Overpayment for acquisitions Weak due diligence on people and operations Overestimated synergies Lack of shared vision/strategic direction Low/no integration budget No integration playbook or consistent approach

Integration: What Could Go Wrong? Preparation Preparation People • Cultural conflict • Key talent loss • Lack of attention to people issues during implementation • Competing priorities • Lack of executive commitment Execution

Integration: What Could Go Wrong? Preparation Preparation People Execution • No Integration Management Office or team (or poorly resourced team) • Ineffective technology integration • Slow pace of integration • No end-state planning • Scope creep

PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Pre-Planning is where integrations are won and lost Allocate a minimum 90 days of integration preplanning prep Manage the pre-planning regimen like the execution phase

PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Mobilize your Integration Management Office 90 days prior to Day 1 Define scope, roles & responsibilities for IMO leads Secure resource commitments in advance… clear the decks! Develop a strategy & process for getting information

PMI Best Practices: Pre-Planning “He who fails to plan is planning to fail” Don’t Minimize Culture and Change Management Challenges Confirm cultural differences as part of operational duediligence Plan communications for all stakeholders to Day 1 +90 Make communications everyone’s responsibility

Integrate with the End in Mind Get ahead of critical planning assumptions and desired “end state” for all critical areas of the business What is the desired experience for acquired employees on Day 1? - Branding, email addresses, business cards, intranet, etc. What is the desired End State for customers? - Customer service, invoices, packaging, etc. What is the desired End State for other external stakeholders? - E.g. local communities and charities - Suppliers, vendors, contractors Embrace transformation opportunities - People, process, system upgrades - Future proofing

For Integration Success…Focus Here C-Level Oversight Clarify Strategy & Business Goals Create a Playbook Integration Strategy Integration Support Resource IMO and critical Functions Properly Institutionalize the Approach Integration Success Leverage the Positives Reward Success Resource Augmentation Systems Integration Don’t underestimate IT workstream challenges and timing Communications Make communication planning a top priority

PANEL DISCUSSION GPMIP Webinar Series February 20th, 2014 Scott Whitaker Founder, Whitaker & Company GPMIP US Partner Michiel van der Heijden Global Finance & Operations Director Mölnlycke Health Care Danny Davis Founder, DD Consulting GPMIP UK Partner Christophe Van Gampelaere Founder, Integrator International GPMIP Belgium Partner Thomas Kessler Founder, Integration Success GPMIP German Partner Stefan Hofmeyer Moderator President, ModalMinds Inc. GPMIP US Partner

Integration Activities Pre-planning • Setting the Parameters of integration timing, addre ssing core business strategy issues, if necessary, an d securing outside resources Integration Due Diligence Integration Office Planning • Securing background data on all functional business areas and business activity to inform your integration planning • Establishing an IMO to run your integration project Execution • All major integration activities, co mmencing from day one of your integration to end state Wrap-up • Post integration surveys and integrationclosing activities

Pre-Planning • Can you detail how synergies are incorporated in the valuation model?

Pre-Planning • How are synergy targets derived?

Pre-Planning • Are there any synergy quick wins that you can find on any integration?

Pre-Planning • I understand what cost synergies are, but what are growth synergies?

Pre-Planning • Is there a normal % of cost savings achievable?

Pre-Planning • What training concepts can be incorporated to make your M&A team more efficient?

Pre-Planning • At what point is planning started? Who typically takes the first responsibility to act?

Pre-Planning • What do you consider the top 3 priorities for pre-planning and when should they be completed relative to Day 1?

Integration Due Diligence • What do I do if we don’t have the resources to deal with a detailed synergy analysis?

Integration Due Diligence • Are cost and growth synergies both essential to any deal?

Integration Due Diligence • Who within the business owns the realisation of synergies?

Integration Due Diligence • How do you handle situations where executive decisions are stalled but needed for planning?

Integration Office Planning • Communication plans get a lot of attention, but even so what are some of the common mistakes companies make during planning?

Integration Office Planning • What should be considered when developing a robust framework and methodology?

Integration Office Planning • What is the optimal reporting structure for an IMO?

Integration Office Planning • Are dedicated IMO resources typically established or are activities delegated to operational personnel?

Integration Office Planning • What factors should be considered for cross border transactions?

Integration Office Planning • What is the typical oversight / reporting frequency to the IMO

Integration Office Planning • What are some standard best practices for ensuring an issue free Day 1?

Execution • What can we do if we see that we're failing to realise planned synergies?

Execution • What is the scope of a synergy template?

Execution • What sense of urgency should be placed on synergies

Execution • What are top execution related best practices?

Execution • How do you balance moving quickly and taking time to ensure the integration is done right? What are related best practices?

Execution • What audits are performed during M&A integration activities?

Execution • What are some best practices for integration metrics?

Wrap-up • At what point should an integration be complete and turned over to operations and general project work?

Wrap-up • What are some things to watch out for in knowledge transfer?

Thank You! www.gpmip.com/contact GPMIP Training | Advisory | Integration Execution

Add a comment

Related presentations

Related pages

Webinar- Key Aspects for maximizing Synergies_GPMIP ...

1. Post Merger Integration Introduction GPMIP Webinar Series February 20th, 2014 Scott Whitaker Presenter and Panelist Partner, GPMIP Atlanta 2. About ...
Read more

Merger Integration | LinkedIn

View 44884 Merger Integration posts, ... Webinar: Key Aspects for Maximizing Synergies Through Effective Post... ... Post Merger... 328 Views.
Read more

Developing a Sales Strategy for Post-Acquisition Integration

Developing a Sales Strategy for Post-Acquisition ... 23:40 Key aspects to a ... Maximizing Synergies through effective Post Merger ...
Read more

M&A Partners blogs

... to effective post-merger Integration ... through the accomplishment of key post ... maximum synergies in their post-deal integration ...
Read more

Case studies | WLH Consulting

... the medical operations group of a global pharmaceutical corporation sought new synergies through ... Post Merger Integration: ... Created a webinar ...
Read more

News

GPMIP has organised its first global webinar on "Maximizing Synergies through ... aspects, IT systems, and the ... network dealing with Post-Merger ...
Read more

Webinar | | Successful Acquisitions - Part 3

Gain an understanding of legal issues in mergers and acquisitions at our next webinar ... Key differences in stock purchase, asset purchase and merger ...
Read more

Acquisition Strategy - Part 6

... NACUSO, webinar; Every company is for sale, for the right equation. This maxim applies to companies in any industry, including credit unions and CUSOs.
Read more