Why? More importantly, is it possible to improve the odds of success?
From the integration standpoint it is not so much what you buy, but what you do after you have bought it and how well you do it, that matter in distinguishing failure from success.
We at 4most believe it is possible to improve the odds of success. However, in doing so it will be necessary to challenge some of the conventional wisdoms and practices of the large consultancy firms in favour of a newer more flexible management and resourcing process as developed by 4most.
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'However, with a track record of half of all mergers failing, a proactive post-merger integration strategy is critical to coming out as a winner.
' John Henderson. |
| Robust planning, building on our consultants’ extensive real-life experience of significant change programmes |
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| Credible milestones, that will be delivered to create and maintain momentum | |
| Appointment of key executives with the ability to step up to the new demands of the expanded organisation | |
| Capability assessment. Specification of key integration roles & development of critical performance criteria, together with the identification, vetting and engaging of fit for purpose change agents, both internal and external. | |
| Retention of key staff and rapid engagement of essential additional people | |
| Compression of change duration, to complete the transformation and get your organisation into the new business-as-usual routine as quickly as possible | |
| Establishing real incentives for real targets, directly related to the success of the integration programme |
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'In many ways you have pulled the rug out from under the staff of both organisations. You need to recognise this and retake their trust.' Tim Douglas. |
| TREASURY - INGRID PIRLET With twenty years in Banking & Treasury in roles including COO Treasury and Director, Ingrid has worked through four separate post merger integrations. A hands-on manager, strategic thinker, results getter and turn around leader. >> View Ingrid's Bio |
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| INVESTMENT BANKING - MIKE LAWRENCE Mike has over thirty years within Banking with roles that have included Head of Investment Banking & Capital Markets and Deputy Head of Treasury. His experience has been gained within US, British, Asian and European banks and securities firms. >> View Mike's Bio |
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| INVESTMENT BANKING SYSTEMS - DES CARROLL A Business Facing IT Specialist, Poacher-turned-Game Keeper, Investment Banking Programme Manager. Des is dynamic, pragmatic and resourceful, and will do whatever is required to deliver. >> View Des's Bio |
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| CREDIT RISK - MARKUS KREBSZ Markus is an expert in Structured Products and Credit Risk. He has analysed, rated and designed structured products as well as established and had built credit risk and portfolio surveillance for group wide control and distribution. >> View Markus's Bio |
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| MORTGAGES - LAL TAWNEY A senior strategic marketing & business professional with 18 years experience in Mortagages, Banking & Cards. Lal’s commercial knowledge of B2C and B2B markets is extensive, drawn from his diverse experience from large financial services brands, big 4 consulting & start up businesses. >> View Lal's Bio |
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| TREASURY SYSTEMS - BANSI SHAH An all round professional who can provide Business and Systems Strategy, Shaping, Planning, Requirement Definition, and Architecture across all asset classes and buy and sell sides of the market. A one man team. >> View Bansi's Bio |
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