Mergers and acquisitions integration

Overview

Our approach to merger and acquisition integration balances risk mitigation and value creation and includes an expansive set of processes, tools and templates to support the overall integration process.

How we can help you

Merger and acquisition integration

Study after study confirms that more transactions fail due to poor implementation rather than a flawed strategy and that failure is most often a result of not executing the strategy in a structured and timely fashion.

Our experience of working on deals of all shapes and sizes tells us that there are three key aspects to keeping a balance between the integration and the core business.

  1. Value: maximise the value through clear objectives and targets that explicitly focus on value delivery.
  2. Control: having a ‘fit for purpose’ process to manage risk, priorities and scope.
  3. People: it is essential to manage people effectively through a time of great uncertainty.

We take an active, hands-on approach to helping clients focus on the right things at the right time. Our disciplined approach helps our clients stabilise the combining business, achieve early wins, build momentum, and instil confidence among their stakeholders.

To put it simply, we help clients by:

  •  Assembling a team with integration specialty, industry insight and experience across the different business functions;
  • Developing and defining an integration strategy based on the assessment of available integration options and degrees of integration;
  • Designing combined target operating models (including organisation structures) that deliver rapid value impact, create a path for change, and foster sustainable long term deal value across people, process & activities, assets, contracts and technology;
  • Converting the integration strategy and target operating model into detailed action plans and managing these actions across the combining enterprise;
  • Establishing a formalised governance structure based on best practise to align people, process, systems and technology with the integration objectives;
  • Drive cultural changes and integrations that motivate, retain and excite employees; and
  • Providing clear and independent reporting to the Steering Committee on the status of the integration.

A strategic and tailored approach to integration will ensure that your deal delivers its full potential. By setting clearly defined objectives and targets that focus explicitly on value delivery, we maximise the value of your deal while reducing the risks involved in the post deal phase.

 

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Integration health checks

We support our clients by providing an independent view on their post merger integration processes, and where these may not have gone to plan, why that is and how to get back on track.

Our integration health check provides an “As-is” assessment of the current state of an integration programme against the client’s original investment plan, best practice & our experience.

It provides clients with an objective & independent view on the status, strengths, improvement opportunities and key risks/issues of their integration process.

We typically perform these as a retrospective assessment, 6-18 months after the date that clients take ownership of a business.

 

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Martin Siemers

Martin Siemers

Partner, PwC South Africa

Tel: +27 (0) 11 797 5580

Jan Groenewald

Jan Groenewald

Partner, PwC South Africa

Tel: +27 (0) 11 797 5380

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