Mergers or acquisitions represent one key option for growth. However, they mark also one of the biggest challenges companies have to deal with in their life. Having convinced the shareholders which becomes more and more a "piece-de-resistance", regardless whether one company bought the other or it is a merger of equals, the post merger integration demands distinct analytical and practical work as well as social and behavioural competence.

Many mergers fail to produce! Merging companies face a bundle of tasks. To realize synergies in the long term, beside a shared vision and strategy an adequate organization has to be build and a common way of cultural behaviour has to be established. Only few companies are able to realize the potential synergies. In total, more than 75% of the mergers fail to produce the intended benefits. The most common reasons for failure are the clash of management styles, the complexity of tasks and the clash of company cultures.

A hands-on approach The integration process is extremely complex to handle and can potentially frustrate management and most importantly - the companies' employees who have to take the role of integrators and change agents. To achieve long-term success leadership throughout the merger process is essential stressing each single issue carefully but pragmatically. With our history of successfully supporting companies in mergers, acquisitions and alliances, we can help our clients to manage post merger integration work along specific industry and company requirements.