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Post Merger Integration Toolkit

Overview and 3-Phase Approach

Created by ex-McKinsey, Deloitte &

BCG Strategy Consultants
Context
The advantages & disadvantages of an organic growth strategy.

Description Advantages Disadvantages

Often perceived as the • Provides deeper first-hand • Can be slow, expensive,
default growth option knowledge that is likely to and risky
be internalized in the
for companies, an • Difficult to use existing
company
organic growth capabilities as the platform
• Helps spread investment for major leaps in terms of
strategy relies on
over time and reduce innovation, diversification,
developing a upfront commitment or internationalization
company’s internal
• There are no availability
resources and
Organic Growth capabilities
constraints, that is to say
that the company is not
Strategy dependent on the
availability of suitable
acquisition targets or
potential alliance partners
• Strategic independence
• Creation of new activities
within the existing culture
environment

2
Context
The advantages & disadvantages of a Mergers and Acquisitions (M&A) Strategy.

Description Advantages Disadvantages

Mergers and • Business extension: M&A can • Important investment
be used to extend the reach of upfront
acquisitions (M&A) a firm in terms of geography,
bring together products, or markets • Potential culture clash
companies through • Building capabilities: M&A between the 2 companies
complete changes in may increase a company’s • High failure rate
capabilities
ownership. It has been • Sometimes excessive initial
• Increase market power by
used by companies for reducing competition and valuations, exaggerated
Mergers and centuries and remains increasing bargaining power expectations of strategic fit,
a major way for with suppliers and underestimated
acquisitions
companies to expand • Increase efficiency: by problems of organizational
Strategy sharing resources and fit
rapidly capabilities
• Speed: M&A allows acquirers
to act fast
• Financial efficiency: by
combining the 2 balance sheets
• Tax efficiency

3
The Mergers & Acquisitions (M&A) Life Cycle includes 6 phases:

M&A Target Due Transaction Post Merger

Divestiture
Strategy Screening Diligence Execution Integration

4
Main problem of the M&A Strategy
More than half of Mergers & Acquisitions fail to reach their value creation objectives.

Mergers & Acquisitions’ ability to reach

value creation objectives*

45%

55%

Failure rate Success rate

*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australia Financial Review
5
Root cause of the problem
A poorly managed post merger integration phase is responsible for more than half of Mergers &
Acquisitions (M&A) failures.

Main reasons for M&A failure (%)

60% 52%

40%
25%
20% 14%
9%
0%
n c e g n
tio in tio
in
i en o s a
ef lig cl gr
d di & int
e
gy ue io
n r
te D
tia
t
rge
tra & o e
S ng eg t m
at
e ni N os
o r ee P
p cr
or s
C g et
T ar

*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australian Financial Review
6
Traditional Solution
To solve this problem, companies usually hire management consultants from tier-one management
consulting firms. Whereas this solution works well, not everyone can afford it.

To help them increase the value creation of their mergers & acquisitions, most tier-one companies (e.g. Apple, Procter & Gamble, Google,
Amazon, etc.) are hiring management consultants from the following management consulting firms:

Whereas this solution usually brings a tremendous return on investment, not every business can afford to spend $300k+ to hire of couple
of McKinsey, Deloitte or BCG Management Consultants.

7
Our Solution
Our management consulting firm decided to create an affordable Post Merger Integration Toolkit that will help you increase
the value creation of the mergers & acquisitions of your organization (or your client if you are a management consultant).

The Post Merger Integration Toolkit includes:

Tools
Frameworks

Templates

Support from Tier-1 Toolkits

Management
Consultants
Step-by-step Tutorials

Best Practices
Real-life Examples

8
Objectives
The Post Merger Integration Toolkit includes frameworks, tools, templates, tutorials, real-life examples and
best practices to help you:
• Conduct a post merger integration to ensure the company reach its cost and revenue synergy targets

• Increase the value creation of your mergers & acquisitions with a simple and comprehensive 3-phase approach: (I) Strategy &
high-level plan, (II) Detailed plans, (III) Implementation & monitoring

• Define & communicate your post merger acquisition strategy & high-level plan: (1) Merger strategic objectives, (2) Integration
management office, (3) Guiding principles, (4) Post merger integration high-level plan, (5) Top layer organizational structure, (6) Top
management appointment, (7) Training to help managers set up their team, (8) Integrated synergy baseline, (9) Synergy targets, (10)
Potential integration & synergy initiatives, (11) Business cases and financial models, (12) Integration & synergy initiatives prioritization

• Develop & communicate the detailed plans: (1) Day 1 readiness checklist, (2) Integration & synergy initiatives plan, (3) Change
management strategy and plan, (4) Communication strategy and plan, (5) Culture integration strategy and plan, (6) Risk management
strategy and plan, (7) Staffing & retention plan

• Implement and monitor the post merger integration high-level plan and detailed plans

• Institutionalize your PMI approach

• Become the post merger integration subject matter expert of your organization

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3-Phase Approach
The Post Merger Integration Toolkit includes a 3-Phase Approach that we built and refined over the past 20 years, by constant trial and
error. The good news is that you don’t have to waste your time, energy and money going through that lengthy trial-and-error process. You
can simply leverage our work and customize it based on the specificities of your organization.

Phase I: Define & Communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans

1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan status
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist status
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan status
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan status
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan status
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan status
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan status
8. Integrated synergy baseline 8. Staffing & retention plan status
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization

10
In the next slides, you’ll see a small preview of the Phase 1

Phase I: Define & Communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans

1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan status
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist status
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan status
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan status
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan status
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan status
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan status
8. Integrated synergy baseline 8. Staffing & retention plan status
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization

11
 e
at
pl
m
Te Don’t reinvent the wheel here. Most
of the strategic objectives should
Our merger strategic objectives are: have already been written prior to the
deal.

1 Replace this text by your own text

2 Replace this text by your own text

3 Replace this text by your own text

4 Replace this text by your own text

5 Replace this text by your own text

6 Replace this text by your own text

12
 e
pl
am
Ex

The most common merger strategic objectives are:

Example we used during a PMI
consulting project we did for a Global

1
Fortune 1000 firm.
Gaining economies of scale

2 Entering a new country

3 Entering a new market

4 Increasing the company product or service portfolio

5 Increasing market share by acquiring one of your competitors (horizontal integration)

Becoming a key player in an industry by acquiring one of your suppliers or clients (vertical
6 integration)

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We decided to create an Integration Management Office that will be
responsible for the success of the integration
The Integration Management Office will oversee the post Merger Integration and be responsible for the success of the
integration. It includes 7 [replace this number by your own number] executives representing both [insert name of the
acquiring company] and [insert name of the acquired company]:

This is only an example. You may

decide to emphasize different areas
Integration Management
and adjust the size of the integration
Officer
Management Office
[Insert name]

Integration and Change

Communication Culture Risk Management Training
Synergy Initiatives Management
[Insert name] [Insert name] [Insert name] [Insert name]
[Insert name] [Insert name]

14
 e
at
pl
m
Te
We identified 8 [insert your own number] post merger integration guiding
principles

1 Insert your own guiding principle

2 Insert your own guiding principle

3 Insert your own guiding principle

4 Insert your own guiding principle

5 Insert your own guiding principle

6 Insert your own guiding principle

7 Insert your own guiding principle

8 Insert your own guiding principle

15
 e
pl
am
Ex

Top 8 post merger integration guiding principles commonly used

Example we used during a PMI

1 Be clear on the strategic objectives of the deal consulting project we did for a Global
Fortune 1000 firm.

2 Ground the integration in the objectives of the deal

3 Be clear on your synergy baseline and synergy targets

Create a robust integration plan to reach the strategic objectives of the deal and the synergy
4 targets

5 Search for synergies in every function of the newly created organization

6 Communicate on a regular basis to all stakeholders

7 Ensure cultural fit

8 Maintain business momentum

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 o ts
n sh
ee
S cr

See below 4 screenshots from the Phase 1.

High-Level Plan - Phase 1 Lean Business Case

Prioritization Matrix Synergy Target Breakdown

17
In the next slides, you’ll see a small preview of the Phase 2.

Phase I: Define & Communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans

1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan status
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist status
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan status
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan status
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan status
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan status
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan status
8. Integrated synergy baseline 8. Staffing & retention plan status
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization

18
 n
io
r at
u st
ill
Day 1 Readiness Checklist

Weeks

Owner Due date Status -9 -8 -7 -6 -5 -4 -3 -2 -1 0

Prepare internal communications AD March 12 Done

Prepare external communications Aurelien F. Jan 20 Done

Define pricing policy Christian G. Feb 28 Done

Integrate General ledger George P. March 31 Done

Prepare welcome drink for new employees George P. March 31 On Track

Adjust sales pitch Christian G. March 31 Late

Align marketing messages George P. March 31 On Track

Define the synergy targets George P. March 31 Late

Integrate brands On Track

Integrate products & services On Track

Integrate reporting On Track

Define employee retention strategy Late

Rationalize employee compensations Late

Insert name of activity Late

19
The Day-1 Readiness Checklist often includes many activities that will
better fit in an Excel document

Open the Excel document “1b. Day-1

Readiness Checklist” for more details

20
 o ts
n sh
ee
S cr

See below 4 additional screenshots from the Phase 2.

Change Impact Assessment Matrix Communication Strategy & Plan

Stakeholder Analysis Matrix Culture Integration Strategy

21
In the next slides, you’ll see a small preview of the Phase 3.

Phase I: Define & Communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans

1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan status
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist status
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan status
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan status
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan status
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan status
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan status
8. Integrated synergy baseline 8. Staffing & retention plan status
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization

22
To ensure a proper execution of the integration & synergy initiatives, it is
very important to appoint high-caliber initiative owner or project manager

The main challenge of the different initiative owners or project managers will be to meet the objectives while
balancing the triple constraints of quality, cost and time

Quality

Meeting the
expectations

Project Manager
Completing the
Managing a budget
project in a
and resource
specific time of
frame
Time Cost limitations

23
 o ts
n sh
ee
S cr

See below 4 additional screenshots from the Phase 3.

Governance Initiative Status Report

Risk Management Framework Communication Plan

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Structure of the Toolkit
The Post Merger Integration Toolkit includes 370 Powerpoint slides and 38 Excel sheets categorized in 4
folders that you can download on your device immediately after your purchase.

+
370 editable Powerpoint slides* 38 editable Excel sheets*

1 2 3 4

Overview and 3-phase Phase I - Define & Communicate the Phase II - Develop & Communicate Phase III - Implement &
approach Strategy & High-Level Plan the Detailed Plans Monitor

*Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide
that has been duplicated to facilitate the understanding of our clients only count for 1 Powerpoint slide.

25
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