WEBVTT

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In high-growth industries, deals
focus mainly on accelerating

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growth through integration.

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In these industries, cost
synergies are fine as long as

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they don't pose any risk on
disrupting the business goals of

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the newly acquired asset.

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We enable our clients to drive
growth through post-merger

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integrations by focusing on
three core strategic levers

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Number 1, unlock the
go-to-market potential.

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The most successful integrations
identify cross-sell and up-sell

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opportunities using the value
proposition of the expanded

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product portfolio to target
customer segments.

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With strategic deployment of
clean teams, organizations can

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tackle go-to-market work during
the pre-close period

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so they can build momentum with
customers immediately after the

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deal closes.

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Companies can also invest in
go-to-market capabilities that

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enable growth such as e-commerce
platforms and R&D on

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high-priority product road map.

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Number 2 boldly address
operating model issues even in

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limited integrations.

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It's natural for leaders to try
to avoid any disruptions to the

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target business.

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But even with limited
integration of high-growth

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assets, leaders should be clear
about what the final operating

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model will be, how much
integration will happen, and

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when those changes will occur.

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In our experience, the most
successful high-growth

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integrations are those that
grapple with important operating

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model questions.

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For example, what is the right
sequence and pace for the

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integration?

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Here we often see high-growth
PMIs integrate corporate

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functions first to capture
low-risk synergies while taking

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a more measured approach to
parts of the target business

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that are closer to the customer.

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It's also important to consider
how to collaborate across legacy

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businesses in commercial and
operational functions before

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full integration. And if there
are parts of the business that

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will not integrate.

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what are the right messages to
send to employees and customers

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about the long term integration
vision?

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The third main strategic lever
in high-growth PMI involves

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talent retention.

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In high-growth merger
situations, key talent is often

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in demand, but retaining this
talent is essential to keeping

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growth on track.

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We see successful integrations
use two main approaches to

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minimize unwanted attrition.

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First, they proactively look at
similarities and differences in

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the corporate cultures. Instead
of trying to create one

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homogeneous culture,

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the answer is often to keep the
special sauce of both legacy

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cultures while still making
employees feel like part of the

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combined company.

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Second, they identify core
talent and explain the benefits

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of being part of a larger
company--

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from bigger investments in
product portfolios to new career

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advancement opportunities. With
clear communications,

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organizations can reduce talent
flight risks and maintain their

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high growth trajectory both
during and after the

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integration.