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A merger or acquisition can be an effective tool for speeding up expansion and growth by leveraging additional channels, customer segments, or other important assets. It can open up a more diverse product portfolio that caters to a variety of demographics for instance by combining a firm’s retail presence with distribution channels from another. It also opens up new market opportunities, for instance by acquiring or merging an organization that operates in a specific geographic area.

Companies that do not manage M&A integration correctly risk losing value through the use of much time and energy. They may lose talented workers who feel disengaged and choose to seek an alternative job. Additionally, poorly managed system migrations can cause confusion for managers and divert their attention on the daily business.

In M&A integration, a common mistake is a desire to transfer acquired processes and systems too quickly in order to gain cost savings and other synergies. This can lead to major disruptions to customers and lots of extra work.

It is preferential to establish clear guiding principles and the level of integration required to achieve the requirements. Leaders can establish strong relationships with functional work stream leaders as well as IMO to ensure transparency and accountability, as well as transparency about the program. It’s also important to set up a weekly schedule personal property insurance buying guide between IMO teams and the SteerCo to promote daily progress, increase risks and resolve issues. This gives the IMO the accountability and transparency it requires to direct the implementation of the integration plans.