Integrate to Achieve Accelerated Synergy Capture

Author(s):  
Timothy Galpin

A study of 1,000 corporate and private equity executives found that post-deal integration was the number one factor in realizing deal success. While the term “post-merger integration” (PMI) is commonly used, it is very much a misnomer, as PMI should begin early in the deal process, prior to deal close. This chapter covers three main PMI phases, ten key PMI work streams, agile integration management, and how to accelerate synergy capture during integration. The tools, templates, best practices, potential pitfalls, and a case example of how to conduct effective M&A integration are also addressed, along with the main participants, core activities, buyer’s and seller’s perspectives, and key cross-border considerations.

Author(s):  
L. J. Bourgeois ◽  
David Freccia ◽  
Leslie Williams

This case presents the “best practices” of a highly successful post-merger integrator that grew from $400 million in 1997, to $1.5 billion in 2000, to $4 billion in 2002. The case focus is on the $4.0 billion IT sector of Northrop Grumman, a company confronting immense change in the rapidly consolidating defense business. This integration is unique in that the product is a complete melding of various companies, systems, leaderships, and cultures of 11 legacy organizations. Not only is the result an organization with a new identity, but also one with new strategic capabilities unavailable to any of the stand-alone legacy companies. A teaching note is available to registered faculty, along with video clips that include footage of weapons systems (e.g., B-2 bomber) and information about the company's PMI process.


2019 ◽  
Vol 2019 (1) ◽  
pp. 12062
Author(s):  
Ashish Malik ◽  
Paresha N. Sinha ◽  
Vijay Edward Pereira ◽  
Shlomo Yedidia Tarba

2017 ◽  
Vol 33 (6) ◽  
pp. 26-28

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Merger and acquisitions (M&As) involving foreign firms is one of the many consequences of globalization. Participating in such cross-border ventures provides organizations with valuable opportunities to increase their presence on the international stage. But post-merger integration can be a time of considerable dilemma for the acquiring company. A major question facing most is what form marketing strategies should take. Are standardized approaches most relevant or is it better to adapt these strategies to ensure their suitability for localized environments? The issue is especially important for companies based within emerging markets. Statistics show that emerging market firms are increasingly engaging in cross-border acquisitions. However, research into the strategies deployed has thus far been minimal. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.


2004 ◽  
Vol 99 (5) ◽  
pp. 239-242
Author(s):  
Eberhard Abele ◽  
Jens Elzenheimer ◽  
Markus Bundschuh

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