A large business integration is one of the biggest challenges a company will ever take on. Estimates indicate that 50-70 percent of mergers fail to deliver shareholder value after the deal.

Deloitte’s Merger Integration Service team has direct experience of managing more than 80 large and complex programs across all industry sectors.

Using specialist resources in small teams, we typically focus on the three-month period prior to completion of the deal, assisting organizations to develop the strategic and financial rationale for the acquisition, as well as planning for day one of the enlarged operation.

Once the deal is signed, we support our clients with a rapid mobilization of the transition integration program. Deloitte teams adopt a flexible and pragmatic approach based on the firm’s extensive experience of supporting clients with:

• The development of acquisition blueprints (outlining desired organization models/structures/integration benefits and timetables)
• The development of full post-acquisition benefit cases (including the scooping of revenue and cost synergies, as well as implementation plans to deliver these)
• Prioritization, tracking and delivery of benefits
• Program management, issue resolution and progress reporting (including running the program office if required
• HR, change and communications
• Mobilization of integration teams and provision of full support to the integration leadership.
• We have supported some of the largest merger integrations across all industrial sectors. Deloitte has specific experience in:
  • Consumer products
  • Energy and resources
  • Financial services
  • Leisure
  • Manufacturing
  • Pharmaceuticals
  • Public services
  • Publishing
  • Retail
  • Transport
• Deloitte’s post-merger integration team understands what makes integration successful.
• Mergers must be led by senior management and a talented integration director
• Know where and how far you want to integrate
• Have a clear understanding of where the value of the merger or acquisition is coming from
• Plan for integration as early as possible
• Don’t over-complicate the program
• Focus on few objects that deliver most value
• Actively address Human Resource issues
• Seize the Day! Use the merger as an opportunity to change the wider organization.