Successful mergers and separations are well thought through, well planned and initiated early in the transaction process. Regardless of the size or scale of your undertaking, successful mergers and separations all share a common DNA which includes execution of the following activities:

Benefits & Synergies Identification & Validation

Working with the high-level synergies you’ve already discovered, we identify adjacent opportunities, validate how value will be captured through project & program benefits and map it to prioritised initiatives.

Following a structured approach based on known patterns improves the chance of successfully delivering identified synergies and benefits from Mergers or Separations.

Integration & Separation Readiness Assessment

Provides an independent assessment of whether your organisation has the required capabilities and capacity to deliver on a Merger Integration or Separation. If required, identifies how to address the gaps before proceeding.

On paper it all makes sense. In reality, many organisations don’t have what it takes to successfully deliver the large-scale change required and the results aren’t fully realised.

High-Level Integration / Separation Plan

High level roadmap and management approach required for the operational Merger Integration or Separation across key business functions. Defines what’s in or out of scope for the Program and the likely investment outlay.

Provides an approach to delivering the changes the organisation will have to confront as part of a successful Merger Integration or Separation.

Preliminary Target Operating Model

A high-level definition of the desired future state of the operations, people, technology and culture for the target merged or separated organisation(s).

Without a Target Operating Model (TOM) what are you steering towards? Your executive endorsed TOM becomes an essential tool that informs the overall integration or separation effort. It enables planning and change management activity to commence even before the transaction has been completed and provides directional guidance to projects and programs on the initiative roadmap.

Integration Management Office Setup

Reporting through to the executive your IMO is a temporary function with one purpose. Designed, sized and established to centrally support, track, govern, coordinate, control, and report on all execution activities required for successful Post-Merger Integration. Works alongside existing Portfolio, Strategy and Enterprise PMO functions.

Most traditional ePMOs, Portfolio Offices and Strategy Functions are not equipped for the pace of decision making and specific information synthesis required to successfully deliver Post-Merger Integration. Embed a specialist person or team as soon as possible to start gathering and reporting on the right information to enable Executive decision making and support your existing management office functions.

Separation Management Office Setup

Reporting through to the executive your SMO is a temporary function with one purpose. Designed, sized and established to centrally support, govern, track, coordinate and report on all execution activities for the Separation & Stabilisation Program. Works alongside existing Portfolio, Strategy and Enterprise PMO functions.

Ensures focus remains on separating the sold entity rapidly and with all required new functions in place before the separation date. Embed a specialist person or team as soon as possible to start gathering and reporting on the right information to enable Executive decision making and support your existing management office functions.

Change Management & Communications

Specialist guidance for the executive along with development and execution of the activities, messages and materials required to successfully navigate the internal communication and change management challenges surrounding Merger Integrations and Organisational Separations. Includes development of roadshow messaging and communications packages for leadership to use across all levels and stakeholder groups.

The ambiguity and anxiety created by a Company Separation or Merger Integration can significantly destabilise a business and put at risk existing operations and revenue as well as existing projects and planned benefits. This cannot become a distraction or the focus for your people but rather they must envision the future state and their role in obtaining this. Effective Change and Communications management will also reduce key person attrition at all levels as well as chances of miscommunication driving down performance in across all organisations involved.

It’s vital to success that the Leadership team create stability and build trust through well designed messaging and appropriate transparency. A focus on the people alongside communicating the benefits and importance of working cooperatively is proven to support great outcomes.

Business Process & Architecture Review

Documentation and assessment of how the existing organisation(s) create and capture value. Begins with collation and documentation of high-level business capabilities, value-chains, organisational structures, initiative portfolios, strategies, policies, processes and performance measurement & management. This sets a baseline to assess against the target operating model to support development of initiative roadmaps and change management needs.

Without of firm view of the starting position, it’s difficult to know what changes need to be made and how these will be delivered through initiatives. Assumptions about existing business architecture can lead to costly mistakes when it comes to executing the Post-Merger Integration or Company Separation and place the planned synergies at risk. Test and clarify assumptions and support appropriate plans to secure planned synergies.

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Energy Engagement
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Banking Engagement
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National Media Organisation
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National Media Organisation
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