REQUIREMENT: M&A PROCESS TOOLS HAVE TO BE NON-INVASIVE AND HAVE TO RESPECT THE WORK ENVIRONMENT OF THE M&A PROFESSIONAL.
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Requirement: We need a metamodel of end-to-end M&A processes and objects
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As soon as the clock starts ticking, every second in a PMI project matters. Speed in M&A integration execution does bring value and it correlates to the success of M&A.
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Best practices in merger integration have to include many aspects like timing, project management, handling exceptional situations and decisions and when to end the integration project.
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A (positive) synergy is the increase in shareholder value coming from mergers and acquisitions activity. Below is a list of potential synergies that are usually considered for mergers and acquisitions. If a synergy applies for a deal and how big the synergy is has to be analysed and planned for each deal.
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Change management in PMI is the process and methods (tools) to manage the people side of the integration to achieve the declared PMI goals. Therefore, it is important to link the change management to the PMI strategy and the project management in the PMI project
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