The better the question. The better the answer. The better the world works. У вас есть вопрос? У нас есть ответ. Решая сложные задачи бизнеса, мы улучшаем мир. У вас є запитання? У нас є відповідь. Вирішуючи складні завдання бізнесу, ми змінюємо світ на краще. Meilleure la question, meilleure la réponse. Pour un monde meilleur. 問題越好。答案越好。商業世界越美好。 问题越好。答案越好。商业世界越美好。

Is post-merger integration a first thought or an afterthought?

Post-merger integration (PMI) is an incredibly challenging process that senior executives are required to undertake in parallel to managing their core business operations. Research shows that one in every two deals fails to achieve its strategic aims on account of integration.

71% respondents indicated that lack of a robust integration process was one of the key reasons for failure of their integration program, to a recently concluded Integration Survey by EY. The success or failure of an integration can have huge repercussions for a company’s long-term strategic plans and growth prospects.

Contact us

EY - Naveen Tiwari

Naveen Tiwari
Partner and Head – Post Merger Integration Practice
EY LLP
+ 91 22 61920550


Media Contacts

Pooja Bhalla Mathur
Tel: +91 12 46 71 4628

Mansi Gupta
Tel: +012 44 43 2519

What is the secret to a successful PMI?

The success or failure of a PMI largely depends on the level of preparation and readiness of the key functions and stakeholders. A focus on value drivers early-on, combined with a disciplined, agile and repeatable approach to transaction execution increases the likelihood of a successful integration.

Our approach

We provide clients with the requisite advice and tools to help them successfully integrate an acquired business or facilitating a joint venture. Our focus is to help deliver planned synergies and secure the maximum value. We assist in navigating through the issues and pitfalls while setting up an efficient integration program and provide hands–on support for integration planning and implementation.

We help clients maximize deal value by addressing the key operational issues at each stage of the transaction and beyond.

EY - Deal value

Client benefits

  • Realizing value and merger benefits
  • De-risking integration process
  • Identifying potential issues early in the integration process
  • Reducing transaction cost and internal time spent on solving integration issues
  • Increasing capability for management to limit disruption and focus on “business as usual”
  • Capitalizing on early synergy opportunities
  • Accelerating integration timeline

80% respondents indicated that they would speed up the pace of integration for their next deal as per EY’s Integration Survey.

How do we do it?

Every PMI is unique, with its own set of priorities and complexities. Having worked on multiple integrations for our clients, we believe that targeting the right functions for integration, spending resources accordingly and strong leadership are the keys to a successful integration.

1.

Develop integration strategy & Operating model

EY - Develop integration strategy & Operating model

Determine the type and level of integration required, identify key design principles for future combined organisation, and develop the target

2.

Identify synergy areas and quantify the benefits

EY - Identify synergy areas and quantify the benefits

Identify the cost and revenue synergy areas, develop the synergy business case & realization timeline, and tracking mechanism

3.

Mobilise the integration management program

EY - Mobilise the integration management program

Setup an Integration Management Office (IMO), align the functional integration teams, and develop work stream project charters

4.

Plan for integration

EY - Plan for integration

Identify tasks for Day 1 readiness, develop integration roadmaps from Day 1 to Day 100 and until the final end state for the NewCo

5.

Execute integration and monitor transformation

EY - Execute integration and monitor transformation

Track synergy realization, monitor the Business / IT transformation programs, management reporting for risks, and mitigation

Our integration approach helps to enhance the possible value from the deal and avoid costly mistakes that could erode the expected synergies from the transaction.

29% of respondents to EY’s Integration survey indicated that sales and marketing integration was the top area of consideration for integration planning

Why EY?

Every PMI is unique, with its own set of priorities and complexities. Having worked on multiple integrations for our clients, we believe that targeting the right functions for integration, spending resources accordingly and strong leadership are the keys to a successful integration.

EY - We are a market leading transaction

We are a market leading transaction

  • We have advised over 10,000 transactions globally and are leaders in Indian market having advised on more transactions than our competitors
EY - We bring an experienced team

We bring an experienced team

  • We have a growing team of 1100+ PMI experts globally and 25+ in India, who have experience of advising on complex and large-scale integrations
EY - We have a ‘winning’ integration approach

We have a ‘winning’ integration approach

  • We have a robust integration approach to define, execute, track and adjust the integration program needs of our clients and ensure that their deal objectives are achieved

We share our clients' ambitions, and focus on creating shareholder value from the transaction.

80% of respondents to EY’s Integration survey indicated that external advisors’ expertise in integration process and sector knowledge was instrumental to the successful integration program