Which do you prefer? That 1+1=1 or 1+1=3?

It happens far too often that corporate acquisitions or operational mergers do not generate the anticipated synergy effects. In most cases this occurs because the goals were not clearly defined from the start and that there has been a lack of focus and stamina in the integration process. Another explanation for less successful mergers can be that the difficulties associated with integration have been underestimated. There are a number of hard and concrete facts as well as soft ones and often more difficult issues that must be addressed. Less successful integration undertakings are commonly caused by:

• Underestimated cultural differences
• Unclear objectives
• Protracted integration process
• Inadequate information to the employees
• Infiltrators - those who do not want integration
• Poorly prepared shared values
• Insufficient coordination of the various integration activities
• The buyer often sees too many positive aspects
• Overlapping production programmes continue too long
• Stamina in the integration process - often discontinued too soon
• Excessive faith in what can be achieved by internal efforts
• The buyer is not sufficiently respectful in its position of power
• Deficient risk analysis

Secure good results - let an external, objective partner help

Integration processes steal more strength and energy from the organisation than you would expect, especially if all the work is done in-house. It's better to direct as much of the organisation's talent, skill and energy into productive activities like producing new products, capturing market shares, improving quality and other similar activities. Management Partners has good experience of different integration projects. This means we can improve the results of acquisitions and mergers by:

• Define and conduct the necessary integration projects
• Carry out the needed risk analyses
• Assist with organisational structure, group development, shared values, human resources issues, management systems etc.