5. A transatlantic M&A success
This company provides electronic solutions for clinical trials. The vision was to create an end-to-end software solution to the world's leading Pharmaceutrical and Biotech companies. The first step was to acquire and successfully integrate a company across the Atlantic, adding value in its own right and acting as proof of concept for further acquisitions.
Mobilisation for the integration started pre-transaction close with facilitation of workshops to bring minds together. Strategy was agreed, roles decided and horse trading minimized as planning focused on the future integrated organisation. An initial set of integration projects and leaders were defined and resources identified before the launch date.
Focusing the organisation on the integration issues meant forming an integration steering group which set broad principles and objectives before tracking progress and resolving conflicts. An integration office was set up to manage the portfolio of integration projects and report progress. Complementing these programme governance, transparency generating activities there was a softer focus on developing the trust needed for the openness which would allow current realities to be surfaced. A professionally prepared, rehearsed and executed launch event was preceded with a "we care" pack left on everyone's desks which give straight answers, information sources and a 100 day schedule for the Integration Programme.
Making it happen meant developing the integration project leaders to deliver the planned change. Facilitated launch workshops meant that the key players could contribute to detailed Integration Programme planning. Coaching by seasoned integration professionals and support in the critical definition stages meant the know-how and energy of the people in the organisation was channeled effectively to drive the integration to success.