Post acquisition restructuring and integration
Now that you have completed the transaction, new opportunities and challenges will appear. The challenges relate primarily to ensuring that the acquired business has a clear and logical corporate structure and that the pre-existing tax and legal risks do not infect the new group. The opportunities arise from an analysis of locked up tax potential - understated balance sheet values, tax losses, tax consolidation - and the ability to rationalize group structures and functions which have tax leakage.
Integration is not conceptually difficult, but it requires a serious focus on execution, appropriate cadence, and the capacity to avoid being overwhelmed by the enormity of the effort. Our ability to bring together resources from different practices and service lines can assist in managing post merger integration and help to capture synergies from the transaction.
- Integration Planning (including creating change strategy and design, development of clear governance models);
- Day One Planning and Management (including detailed bottom-up synergy estimates design; evaluation of the two companies' systems and processes; cultural integration; development of Day One readiness requirements; and model behavior analysis);
Organizational Design and Transition Finalization (including the design of a strategy/approach for the appropriate integration of business units and functions, and planning for HR transformation with minimized disruption).
Integration Execution Support (including communication needs analysis; design and deployment of communication mechanisms; PMO control and support throughout the process; and the development of recommendations on performance management and deployment).\
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