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SNAPSHOT
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Most mergers/acquisitions fail to achieve the goals originally set. An effective integration is one that is conducted in a disciplined, “planful” way and focused on both technical and cultural transformation. The right outside facilitation can save an integration.
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Intervening In an Integration
The Vice President, Business Development for a Telecommunications company faced two dilemmas. Short-term, his team was struggling with the merger/acquisition of another company. Long-term, the VP worried that a failed integration risked total failure of the company.
The VP engaged Innolect Associates as senior design and facilitation
consultants to rescue the integration process. The goal was to achieve
greater Connectivity
between the integration team’s work and the strategies and goals
of the merger/acquisition and future business plan. Working with
the VP and his team, Innolect Associates introduced a new level
of strategic thinking and discipline into the integration including:
- A new merger/acquisition process map
- Clarification of individual and team roles and responsibilities
- Cross-functional problem-solving tools
- Leadership coaching
Results. Integration leaders and team members became more focused, with clearer accountabilities. In-fighting diminished. Improvements included reductions in development cycle times and service delivery costs.
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