Fail about 65% to 85% of mergers. That is a frightening statistic. While there are countless reasons why mergers are not successful in many cases, the reason is simple: a failure to develop and execute an appropriate post-merger integration (PMI) strategy. Evidence of successful PMIs from 15% to 35% of the mergers that are taken do successfully, this note provides some tips and best practices distilled from these successes. Since every business is different and each Merger, this collection of p … Read more »

Fail about 65% to 85% of mergers. That is a frightening statistic. While there are countless reasons why mergers are not successful in many cases, the reason is simple: a failure to develop and execute an appropriate post-merger integration (PMI) strategy. Evidence of successful PMIs from 15% to 35% of the mergers that are taken do successfully, this note provides some tips and best practices distilled from these successes. Since every business is different and each Merger, this collection of practices is by no means exhaustive. Instead, its purpose, plans as a starting point for creating a well-tailored strategy for a company, the assimilation of a takeover is intended to undertake a new, merged company.
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from
L.J. Bourgeois,
Lipi Patel
8 pages.
Release Date: 19, February 2009. Prod #: UV1024-PDF-ENG
Note on post-merger integration HBR case solution

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