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One impact of the current economic climate is the trend for valuations to be based on ongoing business operations plus potential cost savings, with a much reduced emphasis placed on the revenue synergies that can be secured in a deal. More so than ever, it is important to remain focused on value creation and ensure that the merger integration is managed as a seamless integrated program, with sufficient and appropriate resources deployed.
At the same time, it is also becoming more common for companies to literally “re-run” the entire merger-integration process again, one to two years after the acquisition has closed. All told, post-merger integration (PMI) benefits can still be considerable, but you may have to look for them in different places and at different times.
In this podcast, Andy Tinlin, global lead for Mergers & Acquisitions, Accenture Strategy, identifies the key challenges associated with post-merger integration, as well as the inherent risks and strategies for mitigating them. He also examines the current environment’s influence on PMI labor savings, procurement optimization, customer and talent retention and the attainment of competitive advantage.
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March 24, 2009
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