M&A Integration Training

Introduction

Getting you up to speed on integration thinking, strategy, process, best practice. It is always possible to improve your integration process and make fewer mistakes in the next one. This could improve profit by many millions or tens of millions of pounds.

Our days will cover:

M&A Integration Training

 

 

 

 

 

 

 

 

Integration Topics

  • Governance
  • Integration Strategy
  • Efficiencies
  • Integration Management Office
  • Day 1
  • Synergy
  • Communications
  • HR (People)
  • Finance
  • IT (Systems & Data)
  • Sales & Marketing (Growth)
  • Supply Chain
  • Procurement
  • Other functions

All other M&A topics

We sometimes find clients would like us to teach their people other parts of the deal, so that they understand how it all fits together. Particularly valuation, discounted cash flow and due diligence, deal rational and strategy, the whole deal process.

Learning Topics

Session 1: Integration Strategy

Understand the company strategy, deal strategy and integration strategy, how they all interact and follow from each other. Looking at:

  • Integration strategy
  • Integration mapping
  • End state selection
  • Scenario’s
  • Baselining
  • Maturity models
  • Cultural aspects

Session 2: Synergy

Synergy projects identified by function, divisions, businesses and countries are reviewed by the IMO, then consolidated into a high level plan. Individual business cases need to be prepared with delivery plans developed and approved. A robust and accurate tracking and reporting process

  • Plan and Split Estimation
  • Create business cases
  • Agree plans
  • Tracking & Reporting

Session 3: Integration Management Office

Looking at the high level synergies and turning them into a high level 100 day plan and then moving into a details planning phase

  • What do we need to track, control, and understand during the integration?
  • How will we know if we are on target to succeed?
  • Plan the plan
  • Integration kick off meeting
  • Integration tools
  • Structure
  • Risk management
  • Resourcing
  • Business cases, project set up

Session 4: Governance

The structure of the integration needs to be agreed and put in place, resourced and maintained. Without good guidance, direction and decision making the planning will not go well and delivery will be poor and slow.

  • Decision making
  • Guidance
  • Structure
  • People
  • Risk management

Session 5: Efficiencies

There is always a lot of politics involved in mergers, who gets what job, budget, where does the power sit. Looking for efficiencies has a number of facets. There will also be duplication or overlap across the merging organisations, these can provide the largest efficiencies. All efficiencies need to be logged for cost vs benefit and easy of delivery, together with plans made to deliver them, governance put in place to ensure good decision making on which to move forward on and when. The Synergies to be captured and ensure the financials of the deal are a success.

  • Overlap & duplications
  • Standardisation
  • Cuts due to strategic change
  • Waste & bottlenecks

Session 6: Day 1

A key stepping stone to ensuring that an integration delivers maximum value and minimum disruption.

  • Critical Day 1 items
  • Day 1 planning
  • Communications
  • Leadership
  • Customers
  • Brand

Session 7: IT

Data is needed to run the integration, make decisions and run the business. How will we collect it? How do the people fit in? Data and information are usually key components in decision making, especially when it comes to sales forces, customer retention and revenue increase. We need to move rapidly on somethings and extract them from the normal speed of IT integration.

  • Data to plan the integration, make decisions rapidly and run the business
  • What do we need and how will we get it
  • How to the people fit into this
  • Don’t make the same mistakes over and over again
  • Data analysis

Session 8: HR

People, people, people! Plan the organisational structure, power, culture capability, pay and pension. The people will deliver the integration and the business. What will we do with and to them? How will they feel? We need to ensure we get the right people in the new organisation, get them on our side and move the whole new entity in the right direction. This all takes a lot of planning

  • Role clarification, interim organisation and organisational structure
  • Leadership clarification and executive alignment, people planning
  • Power, capability, T&C, Change curve, profit dip
  • Culture: What effect does culture have? How to asses culture? Organisational reframing
  • Who needs to be involved in the integration, and when?
  • How to we maintain morale?
  • How can we restructure but keep talent?
  • Change management

Session 9: Finance

Looking at finance across the whole company, helping all the other functions and parts of the deal, together with a good look at how to design, set up and run the new finance function.

  • The deal is about delivering the synergies
  • What should the new finance function look like
  • Improvement in efficiencies of outsourcing.

Session 10: Communications

Many people understand that communications is critical to success in M&A, but few understand what they are going to be communicating and how to do this effectively.

  • We need to tell people internally and externally what is going on
  • Poor communications will lead to disaster
  • What shall we tell them, why and when?
  • Stakeholder analysis

Session 11: Sales & Marketing

To successfully deliver any deal, we need to understand the product base and how it links with customers and profitability. Review all data and make rapid changes where needed, often ready to deliver Day 1, certainly with communications around these areas. We have just paid a large amount of money in purchasing a company for its customers, don’t lose any, start learning how to plan and move rapidly, ensuring no sales or profit dip.

  • One half of integration is cost cutting; the other is revenue improvement / generation.
  • Cross-selling, up-selling, new products, improved pricing.

Session 12: Other Functions

An opportunity to go through all the other functions and have group discussion with learnings:

  • Supply Chain
  • Procurement
  • Health, Safety, Security, Environment, Quality

 

Additional M&A Items

Session 13: Due Diligence

Brief session on how to run due diligence, why we do it, what it might contain.

The whole day will be perforated with integration items that we need to think about during due diligence.

Session 14: Valuation

There will be a discussion around the strategy of valuation

Session 15: M&A Game

There will be a game where teams decide on M&A strategy, value the company and run through a negotiation

 

Key Discussion points during the course

How can you get the most value out of your deal? What are the stages of a successful integration? How do you achieve the announced synergies? How do you estimate the costs? When do you start planning the programme? Who needs to be involved in the integration, and when? Which business areas are impacted? What tools and techniques do we use for structuring integration planning, delivery and tracking? How should you balance the programme against business as usual? What lessons have we learnt about avoiding the pitfalls? How to we maintain morale? How can we restructure but keep talent? How do we ensure performance is not affected? What effect does culture have?