The success or failure of a merger depends in large part upon planning and implementing the post-merger integration of the buyer and seller. At the Mid-Atlantic CFO Roundtable’s quarterly event on November 16, the attendees heard from three leading executives in post-merger integration, Tom Feeley of DSM, Sally Shanks of Williams Scotsman and Pat Isaac of Capital Services. Here are the key take-aways from the presenters on planning the post-merger integration:
- There must be commitment from top down to the objectives and goals of the integration, including the inevitable disruption and changes in personnel that will occur.
- An integration team led by an executive leader should be assembled and include representatives of the buyer and seller.
- Being crystal clear with employees and overcommunication is crucial. This involves clarity about the reason for the merger, the compensation benefits structure post-merger and whether it is intended that the employees’ term of employment will be short-term, mid-term or long-term.
There are many other important details that are part of a successful integration plan, but starting with the key principles set forth above will provide a framework for the details to be carried out.
ABOUT GLENN D. SOLOMON
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Glenn D. Solomon is a principal at Offit Kurman and has provided counsel to businesses and business owners for more than twenty-five years. He has extensive experience in the purchase and sale of businesses, structuring ownership agreements, and advising companies in financial distress.
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