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Introduction and challenges

In order to minimise risks, it is essential to assess the complexity of an integration through a good upstream diagnosis then develop and manage an appropriate implementation plan.

The operational due diligence phase should highlight the main risks and opportunities related to the current situation and the business plan. Their consideration before and after the merger must ensure business continuity and limit execution risks related to cultural, organisational and functional differences. 

During this phase, it is important to develop the integration strategy in order to secure the achievement of the desired objectives with three key dimensions: ‘quick wins’, the evolution of organisational structures and the transformation of industrial and logistics schemes.

After acquisition, the integration plan must cover all the company’s operational and functional areas. The securing of teams and the implementation of synergies are the main objectives of this phase. In line with the integration strategy (change of governance, gradual integration, major restructuring), the deliverables of the integration plan will include a detailed action plan by area accompanied by expected synergies and impact analyses (such as financial, social and tax, for example), the associated dashboards and a communication plan. It will be essential to be able to monitor the value creation linked to the acquisition over time with specific reporting.

How we can help 

  • Sector, operational and functional expertise for the due diligence and integration phases
  • Complete operational due diligence
  • Complete gap analysis of all operational areas to support the integration strategy defined prior to acquisition
  • Development of an integration plan covering all of the company’s functional operational areas
  • Assistance for the operational teams in the execution of the integration plan and monitoring of synergies
  • Definition of governance and support