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The Scale Stage
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INTEGRATION CHECKLIST
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Thinking of acquiring a new company Choosing the right target is only half of the battle: some of the best fits fail to live up to their potential due to missteps after the ink dries The necessary due diligence is intense and for long-term success companies must master it there is no getting around it Although each acquisition is unique, having a set strategic framework that addresses the following integration categories is key:
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Price Pay the right price and take write-offs up front Processes Learn the processes and eliminate misfits I Integration Seamless integration of key functions, particularly IT systems, is critical and must occur as soon as possible Additionally, companies in each industry must identify their own unique systems procurement and logistics for the retail industry, for example and ensure that they are a top priority I Culture Create an open culture and communicate aggressively I People Retain key people and know-how, eliminating those who must go, fast and cleanly Of these lessons, the single most important one is fostering an open culture that readily embraces the employees of the acquired company If the employees don t feel comfortable with the new owners, they will leave, thus destroying a substantial part of the acquisition s value Of course, grants, patents, processes, and goodwill all fall into the value equation as well, but in most cases, the people matter most If there are key contributors who came with the acquisition (and if there aren t, why was it acquired ), create positions that will motivate them and keep them from jumping ship Key actions for this include: Decide on the right structure A decentralized organizational structure with key people in the right position that pushes decisions downward to lower levels often helps new organizations adapt Understand and simplify the processes Putting two companies together is difficult enough when they do things in similar, flexible ways but nearly impossible if they cling to old, provincial processes Choose the culture to build around Look at the culture of the target company Is it uniform Is it open or is it insular In other words, is
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Winning the Merger Endgame
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it one where very few outsiders come in at a higher level, such as WalMart and Procter & Gamble, or does top management welcome executives from a variety of backgrounds Understanding the organizational culture of the target company helps executives take the necessary steps to reshape their own organization accordingly In 7, we offer some more merger integration lessons in the sidebar, Seven Steps to Merger Success
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One of the most critical in fact, indispensable elements of the Scale Stage is that the acquiring company must have an IT platform/system capable of serving the combined companies Islands of separate, incompatible systems cannot be sustained Depending on the nature of the business, the IT platform must at least include an enterprisewide (enterprise resource planning or ERP) base system upon which all core transactions can be handled Companies such as SAP, Oracle, Computer Associates, and JD Edwards are among many that provide such systems Converting the acquired company immediately to ERP is an important step in successful integrations and achieves three goals:
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It puts core transactions into a system that permits accounting to be done and financial controls to be put in place I It reveals process incompatibilities that must be fixed I It defines who is in control and what mode of operation the combined company will follow Next, depending on the nature of the business, the IT systems must be combined into the best-of-breed operations within the company either in the acquirer or, less often, in the acquired In product companies, supply chain software is important In almost all kinds of businesses, data warehouse and knowledge management systems are valuable In service businesses, communications, transaction tracking, and customer interaction systems are important IT is critical because it is the key enabler for decision-making arguably the most vital management task Underestimating the importance of physical integration (people, processes, places) with the parallel integration of information and
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