Deloitte’s dedicated M&A Integration Advisory practice offers the knowledge, proven methodology, experience, and execution-oriented skills gained over the course of hundreds of transactions.

We have a clearly defined approach and methodology to cover your integration from a central planning perspective, as well as all from a corporate function perspective, including finance, human resources, information technology, research and development, sales and marketing, supply chain, procurement, etc. We provide tailored planning and execution based on tested experiences, saving you valuable time and decreasing your risks.

Our Swiss practice is part of a large cross-border team ensuring that we are locally present, wherever you are.

Our approach is hands-on and pragmatic, based on many years working alongside our clients to deliver their acquisitions:

• Defining the integration strategy and approach
• Selecting and/or preparing the Integration Director
• Setting up the integration programme, governance and stakeholder management 
• Developing and validating the synergy case and implementing a solution to track to realise them 
• Developing target state operating models or Blueprint for the end state and analysing organisational design for the new entity management structures
• Developing detailed integration plans and supporting the development of solutions and resolution of issues 
• Advising Integration Directors and key project managers
• Planning and managing the detailed execution with functional experts and central coordination and ensuring business continuity from Day 1
• Mobilising and co-ordinating the project teams around a well-structured and managed integration programme; and
• Managing people issues, change management and integration communication

Benefits include:

• Ensuring clarity of scope and target state vision
• Enhancing discipline and control through content-rich, knowledge-based programme management
• Reducing risks and issues, by staying ahead of the issues and deep experience to support swift resolution
• Reducing disruption by focusing on people and change management
• Retaining customers and employees through rigorous execution of customized playbooks; and
• Reducing escalating of costs, caused by faulty or slow solutions
  

Deloitte’s dedicated M&A Separation Advisory practice offers the knowledge, proven methodology, experience, and execution-oriented skills gained over the course of hundreds of transactions.

Deloitte brings a wealth of experience to each separation, and an outside-in perspective to the divestiture process. We support sellers to manage execution risks, maximize deal value, minimize transition service agreements (TSAs), and address potential stranded costs.

Our Swiss practice is part of a large cross-border team ensuring that we are locally present, where you are.

Our approach is hands-on and pragmatic, based on many years working alongside our clients
to deliver their divestitures:

• Defining the scope of the separation perimeter and the complexity of the proposed divestiture
• Selecting and/or preparing the Separation Director
• Setting up the separation programme, governance and stakeholder management
• Working alongside the M&A deal teams to prepare the entities for an operational carve out
• Preparing a Seller information document and/or operational handbook for the Seller
• Developing detailed separation plans and supporting the development of solutions and resolution of issues
• Developing TSA schedules and working with the functional owners to operationalise the services, as well as setting up governance and monitoring approach
• Advising Separation Directors and key project managers
• Planning and managing the detailed separation with functional experts and central coordination, and ensuring an issue free Day 1
• Mobilising and co-ordinating the project teams around a well-structured and managed separation programme; and
• Managing people issues, change management and separation communication

Benefits include:

• Ensuring clarity of scope and target state vision
• Enhancing discipline and control through content-rich, knowledge-based programme management
• Reducing risks and issues, by staying ahead of the issues and deep experience to support swift resolution
• Reducing disruption by focusing on people and change management
• Retaining customers and employees through rigorous execution of customized playbooks; and
• Reducing stranded costs by confirming SG&A details don’t fall between the cracks