The client made several strategic acquisitions over the past 3 years in order to create growth opportunities in emerging markets and with new/complementary technology. In many cases, the client found that they were not getting the expected financial benefits from these deals. Archstone Consulting was tasked with evaluating each acquisition to identify specific gaps and recommend how to close them, as well as determining any systematic problems with the client's approach to merger integration across financial (synergy), process, and cultural components.
Global multi-billion dollar medical devices company.
In some cases, the acquired company's leadership had left the company or was reluctant to discuss the issues that had occurred with the merger integration. In other cases, the financials of the acquired business were fully integrated with the client's, making it difficult to compare planned vs. actual results.
Conducted detailed assessments of each acquisition by reviewing the original business cases and actual financial results and conducting interviews with key acquired company personnel. Leveraged Archstone's proprietary PMI Playbook and Maturity Model to compare the client's approach to PMI with best practice.
Archstone Consulting identified a variety of recommendations allowing the client to recover synergy benefits that had not yet been realized. In addition, Archstone created several tools and trained the M&A and PMI teams to use them in order to improve the client's overall approach to PMI.