The Work to Integrate

The U.S. M&A market again registered impressive numbers in June. The deal total increased 47.1 percent to 1,025, the second largest monthly figure in the last two years. Announced dollar volume (+93.2 percent) nearly doubled in comparison to the low year-ago value.* M&As are on the rise and it’s big business, but post-M&A activities are seeing the biggest failures as organizations fail to integrate and keep their best assets.

Once the investment bankers and lawyers have completed the merger or acquisition, they head home. Then the real work of integrating two independent and culturally different organizations begins. With any M&A, the challenge is to safeguard against company devaluation after the deal is done.

The likelihood is that the merger or acquisition was a strategic decision by the senior executives and board of directors to gain a competitive advantage. Using that same line of thinking, the M&A integration should be looked upon as a unique opportunity to create a progressively competitive environment. 

Providing a Framework

With an eye towards organizational change, Animus provides a framework for executives and managers that will preserve the best practices from each organization’s culture and process by:

• Maximizing and retaining the valuation of the company
• Creating standardized policies and ensuring that the proper procedures are followed
• Assessing and resolving security risks
• Balancing between the two cultures and effectively integrating the synergies
• Creating continual improvement strategies and programs