Post Merger & Closing Integration

Merging companies or parts of companies often entails enormous structural, organizational and cultural challenges. Post-merger integrations with the aim of bringing the merged organizations together quickly and releasing the planned synergies often prove to be much more complex to implement than originally expected. Often too little thought is given to the careful planning of the post-merger integration and the focused implementation of this planning, taking into account the sensitive environment. Another success factor that should not be underestimated is targeted and positive communication about the goals and progress of the integration during the project in order not to lose employees on this challenging journey. In practice, this is the most common reason why the financial goals of the transaction are not achieved.

As part of transaction-related adjustments to your financial organization due to the merger or separation of business units, we create a sustainable organizational, process and IT concept for the financial area tailored to the specific situation and provide you with pragmatic operational support as an experienced partner. Before, during and after an IPO readiness or in the context of business consulting, we can provide the interface expertise and experience to ensure that your goals are achieved.

Identification of risks in post-merger projects

In the case of a planned merger of corporate structures, possible synergy potential and target structures, but also risk areas, must be identified as part of the financial due diligence in order to be able to carry out the relevant measures and initiatives in a timely manner. In the post-merger integration stage at the latest, companies are faced with the challenge of selecting and implementing suitable merger concepts in order to transform synergy potential into earnings-enhancing effects.

Process and system integration as part of a post-merger integration

In addition to the challenge posed by new organizational structures, the optimal merging of process and system landscapes is the second key component of an integrated financial structure. Harmonized applications and data structures form the basis for lean and uniform processes. As part of our project approach, we support you in the first step in setting up the integration project, taking into account the structural, process-related, system-related fields of action and, last but not least, the "people" component. Furthermore, we identify and prioritize the fields of action and necessary adjustments based on the risk profile developed, always with the appropriate involvement of your employees.