A prolonged period of turmoil in the global financial markets is motivating a growing number of organisations to think about joining forces with – or acquiring – their peers. But rising activity is not translating into successful M&A deals across the board, with many companies underestimating the challenges of bringing together two disparate sets of systems, processes and people. This article takes a closer look at how a properly implemented PMI programme can help to prioritise and deliver on the core organisational objectives that underpin a successful integration.
The credit crunch heralded a wave of consolidation for businesses across all industries as distressed companies scrambled to avoid financial ruin. The banking landscape in particular is unrecognisable from just a few years ago after the collapse of some of the world’s biggest financial institutions led to several mergers between high-profile names.
Companies that previously appeared unassailable have found their top line taking a beating and are desperately slashing costs to survive. As the economy contracts, one way to guarantee that you come out of the downturn bigger and stronger than your competitors is to buy them. Firms with the courage to extend themselves during this downturn may well confirm the old theory that some of the best business opportunities are spawned by the toughest markets. After all, if your company can prove itself in the midst of a recession, imagine what it can do when the economy turns.
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