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Post Merger Integration Challenges and How to Overcome Them

Show Notes Of Podcast

Show notes

00-00 - Introduction

2.37.17 - Background

5.21.49 - Business Leaders Lack of Interest in Integration 

6.56.55 - How to Effectively Approach Integration

9.30.85 - Incentive Program for Both Sides of the Deal

11.34.08 - Integration Should Start During Diligence

13.15.76 - Leadership Effect on Deals

15.19.24 - Steering Committee Model

18.20.04 - Passing the Buck to Integration Team

21.39.79 - Integration can be Fun

23.56.28 - Identifying Risks During Integration

27.43.12 - Leadership and Cultural Assessment

30.41.19 - Tools Needed to Run a Good Integration Program

35.56.58 - Importance of Day One

43.39.78 - Integration Project Budget

46.14.25 - Handling Egos in Integration

50.31.15 - Final Advice

51.35.41 - Craziest thing in M&A

55.48.60 - Outro

“The biggest problem is the lack of continuity between the corporate development team and the integration team."

How to effectively approach integration

On this episode of M&A Science, Kison interviews James Timothy Payne, JD, MBA Principal Consultant at Merger Integration Consulting, LLC and Galina Wolinetz Managing Director at Virtas Partners M&A Integration | Separations, about the difficulties of integration.

They discuss how leaders can lose interest in the deal after the contracts are signed, pawning off the integration phase to a management team that is not well equipped to deal with the intricacies of integration. They offer the alternative solution of having dedicated individuals who are focused on program management to run the show instead.

Additionally, James, Galina, and Kison discuss the timeline of integration. They suggest to start the integration process early, preferably during the target selection phase of the acquisitions.

Doing so allows the integration team to pick the right target, identify risks and opportunities, create an initial hypothesis of what the integration would look like, and predict what the overall integration cost is going to be to avoid surprises. The group closes the interview with a discussion of how to handle egos during the integration process and the craziest thing they've seen in M&A.

“The biggest problem is the lack of continuity between the corporate development team and the integration team."

How to effectively approach integration

On this episode of M&A Science, Kison interviews James Timothy Payne, JD, MBA Principal Consultant at Merger Integration Consulting, LLC and Galina Wolinetz Managing Director at Virtas Partners M&A Integration | Separations, about the difficulties of integration.

They discuss how leaders can lose interest in the deal after the contracts are signed, pawning off the integration phase to a management team that is not well equipped to deal with the intricacies of integration. They offer the alternative solution of having dedicated individuals who are focused on program management to run the show instead.

Additionally, James, Galina, and Kison discuss the timeline of integration. They suggest to start the integration process early, preferably during the target selection phase of the acquisitions.

Doing so allows the integration team to pick the right target, identify risks and opportunities, create an initial hypothesis of what the integration would look like, and predict what the overall integration cost is going to be to avoid surprises. The group closes the interview with a discussion of how to handle egos during the integration process and the craziest thing they've seen in M&A.

Show notes

00-00 - Introduction

2.37.17 - Background

5.21.49 - Business Leaders Lack of Interest in Integration 

6.56.55 - How to Effectively Approach Integration

9.30.85 - Incentive Program for Both Sides of the Deal

11.34.08 - Integration Should Start During Diligence

13.15.76 - Leadership Effect on Deals

15.19.24 - Steering Committee Model

18.20.04 - Passing the Buck to Integration Team

21.39.79 - Integration can be Fun

23.56.28 - Identifying Risks During Integration

27.43.12 - Leadership and Cultural Assessment

30.41.19 - Tools Needed to Run a Good Integration Program

35.56.58 - Importance of Day One

43.39.78 - Integration Project Budget

46.14.25 - Handling Egos in Integration

50.31.15 - Final Advice

51.35.41 - Craziest thing in M&A

55.48.60 - Outro

“The biggest problem is the lack of continuity between the corporate development team and the integration team."

How to effectively approach integration

On this episode of M&A Science, Kison interviews James Timothy Payne, JD, MBA Principal Consultant at Merger Integration Consulting, LLC and Galina Wolinetz Managing Director at Virtas Partners M&A Integration | Separations, about the difficulties of integration.

They discuss how leaders can lose interest in the deal after the contracts are signed, pawning off the integration phase to a management team that is not well equipped to deal with the intricacies of integration. They offer the alternative solution of having dedicated individuals who are focused on program management to run the show instead.

Additionally, James, Galina, and Kison discuss the timeline of integration. They suggest to start the integration process early, preferably during the target selection phase of the acquisitions.

Doing so allows the integration team to pick the right target, identify risks and opportunities, create an initial hypothesis of what the integration would look like, and predict what the overall integration cost is going to be to avoid surprises. The group closes the interview with a discussion of how to handle egos during the integration process and the craziest thing they've seen in M&A.

Show notes

00-00 - Introduction

2.37.17 - Background

5.21.49 - Business Leaders Lack of Interest in Integration 

6.56.55 - How to Effectively Approach Integration

9.30.85 - Incentive Program for Both Sides of the Deal

11.34.08 - Integration Should Start During Diligence

13.15.76 - Leadership Effect on Deals

15.19.24 - Steering Committee Model

18.20.04 - Passing the Buck to Integration Team

21.39.79 - Integration can be Fun

23.56.28 - Identifying Risks During Integration

27.43.12 - Leadership and Cultural Assessment

30.41.19 - Tools Needed to Run a Good Integration Program

35.56.58 - Importance of Day One

43.39.78 - Integration Project Budget

46.14.25 - Handling Egos in Integration

50.31.15 - Final Advice

51.35.41 - Craziest thing in M&A

55.48.60 - Outro

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