The merger of two companies usually results in a number of challenges that must be addressed under time constraints and pressure stemming from expectations of others. Understandably, the focus of the list of measures is primarily on questions to determine strategic priorities and defining and raising synergetic potentials. In addition to the hard factors, the soft factors, the employees and the oftentimes different corporate and leadership cultures must be considered in the post-merger implementation program and the risks within the newly created company must be clearly identified.
The following questions are essential for a successful post-merger integration (PMI):
- What does the new future business model look like? Have the relevant success factors (KPI) been identified?
- Which business functions must/can be quickly integrated?
- How can a new uniform culture be forged from two different corporate and leadership cultures?
- How can conflicts be avoided?
- How does one successfully retain staff in key positions?
- How does one succeed in focusing the staff on the core business?
Deutsche Mittelstandsfinanz uses a customer-oriented and concerted approach. Our course of action is always tailored specifically to each merger and takes the specific potential to generate added value into consideration. Furthermore, our approach is characterized by the close cooperation with employees on all levels. This is the only way to ensure that the desired changes will sustainably work and yield the maximum increase in value.