Traditional processes focus on the rapid integration of the two businesses with a fast 100-day process that is well-intentioned to reduce uncertainty for employees and deliver the synergy benefits, but can disenfranchise the teams on both sides.

We have developed processes that meet investor requirements for speed with large-scale mobilisation of the wider workforce, minimising the lack of productivity that comes from team members feeling out of control.  Without this, the merger often fails to deliver the predicted synergy and operational benefits and recovery action is needed.

The importance of preserving value during integration has increased with the acceleration of private equity-funded industry consolidation and the use of mergers for private equity investment exits.   We are constantly building and refining our integration blueprint process to maximise value retention in the first year, prepare a good growth platform for year 2 and to incorporate the latest thinking and real-life experiences of post-merger integration for our clients.