WEBVTT

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<v ->Some deals look perfect on paper</v>

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until the post-merger integration phase starts.

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That's when companies often make a critical mistake.

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They aim for good enough PMI instead of full potential PMI.

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A cost-driven approach to integration

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can deliver necessary efficiencies.

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But in many cases, there is significant additional value

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on the table that can only be captured

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through a transformation.

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Full potential PMI pursues integration

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and transformation objectives from the outset.

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Considering the company's starting positions,

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their financial promises to the investment community,

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and the full potential opportunities that the deal enables.

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Leaders can then develop a plan that prioritizes

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and sequences activities to capture all the available value

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in the right sequence

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that combined companies gain the right cost structure,

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the best growth plan, enhanced organizational structures,

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and a roadmap to sustained success.

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For CEOs, M&amp;A is often about innovation, top line growth

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and strategic transformation,

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objectives that go beyond consolidation and cost synergies.

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That's why it's critical to ensure that PMI is a platform

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for maximizing the deals full potential.

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