Facilitating the success of an acquisition by working on all integration levers: strategy and business, organization and systems, culture and human dynamics
One out of two integration operations is considered a failure. There are many causes: some are tangible (errors in the valuation, lack of clear strategy, the advance of competitors, regulatory or organizational obstacles …), others are most intangible (incompatible corporate cultures, flight of talent, management and communication errors, underestimation of the time required for change …)
While the “closing” phase is too often regarded as the end point of an acquisition, it is in fact only the beginning of a story that often carries beautiful promises of development … Provided it is prepared, piloted and approached with pragmatism …