Company takeovers and mergers are among top management’s most difficult initiatives. It is common knowledge – based on perspective and country – that 50% - 75% of all M&A projects do not deliver hoped for results. There are two major reasons for this: Either assessment was too lax in advance and the potential of the newly unified company was too positively estimated or the integration of both partners was planned badly and therefore implemented in a clumsy manner.
Our playing field is the integration process. We function as catalysts in the unification process and develop new organization structures, processes and desired behaviors with our clients. Establishing a new, unique and therefore strategically significant culture is thus our most sought after goal.
We prefer to remain neutral as long as a merger is desired among equals. If a company chooses the other role, employee motivation and cooperation at the partner taken over often has to be maintained and its identification with the take over partner has to be encouraged. The partner taking over has to be sensitive to potentially better solutions for their smaller partner. This is the only way the venture can succeed positively for all parties.
Our individual, action-oriented workshops as well as training and qualification measures are an essential component in order to achieve these ambitious goals. When necessary we will complete an assessment of possible organizational forms based on a parameter-controlled management OPEX review in order to establish the most appropriate new organization.