Inadequate post-deal integration procedures are the primary reason for M&A failure. DealRoom assists companies avoid common pitfalls and maximize the value of their M&A deals by helping them through the post-acquisition integration process.
The focus, the sequencing, the pace, and focus of post-deal integration should be tailored to the goals and sources that substantiated the deal. It may seem obvious, but many businesses use generic best practices and off the shelf plans that focus too much on processes and overlook the specific aspects of their deal.
One company was able to recognize that R&D was a significant source of value, but since the primary product of the acquired company was under development, it decided to focus on growth making use of the capabilities and sales channels of the new company in a strategic fashion. They would then reevaluate the decision to fully integrate R&D in the long run.
Another important practice in successful mergers of a larger scale is to transfer the responsibility of capturing cost and revenue synergies over to line managers in the acquired company. This ensures that line managers receive the right rewards and responsibilities for driving the tactical execution. It can also make it easier to monitor the progress towards goals in real time. We’ve seen it’s beneficial to set up the capability for short iterative meetings, with specific targets and deadlines, so teams can align their goals and efforts as they progress through PMI cycles.
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