In the paper industry, the promise of a merger and acquisition (M&A) is bright enough. With the right deal, a company could strengthen its product and customer portfolios, expand its market share and reach, or cut costs and streamline its operations. Even better, an M&A deal could be a triggering event for true transformational change, an opportunity for a paper company to break free from the status quo and fundamentally reinvent its organization, operating structure and culture.

Yet in our experience, these hoped-for outcomes are often not realized for a simple reason: the complexities of post-merger integration.

At Deloitte Consulting LLP (Deloitte Consulting), we have summarized these complexities in one question: How do you capture synergies of a streamlined infrastructure and rationalized operations while integrating customers, suppliers, processes, products, systems and employees and building a strategic platform that leverages new capabilities and value propositions without disrupting or hurting business momentum, shareholder value or financial performance?

To learn more, download our complete point of view, “Capturing Sustainable Value,” by Tom Marriott, U.S. Process Industry leader, David Pleasance, principal, and Randy Miller, principal, all of Deloitte Consulting. Or, read a condensed version which published in the September, 2007 edition of Paper360.

Related Content:
Point of View: M&A in the Paper Industry — The New Urgency