THE CHALLENGE

AGEAD
Effective post merger integration (PMI) is critical it realizing the value of the merger. It is
one the most difficult challenges that the senior executive will ever face-for the three
reason:
Complexity:PMI is a highly complex undertaking ,often involving many simultaneous
changes in a company’s business process ,organization structure ,and top management.
Time Compression: In PMI , speed is of the essence. Investors generally expect to see cost
synergies. The longer a PMI takes ,the more likely management will get distracted
,potential synergies will go unrealized and key staff will leave.
Unfamiliarity: In most organization PMI is not a core skill. With some expectation it occurs
only a few times in a typical executive career – and it requires considerably different skills
from conventional line management.
PROCESS
Most companies underestimate the complexity of PMI. As a result ,they
often make two mistakes.First,they delegate responsibility for the
integration too far down the organization hierarchy. Second, they try to
fold the managerial tasks associated with PMI into existing
management practices and processes.
But PMI need to have a discrete management process that, especially
at the beginning is largely separate from day to day management