Post Merger Integration for a Global Food Manufacturer
The Situation
A global food manufacturer acquired a European and a US manufacturing firm. One year after Deal Day, the CEO was concerned about progress in the merger programme. Facing city expectations on efficiencies and increased revenue, progress was intangible.
The Approach
An initial engagement of 4 weeks produced a programme status report on governance, benefits case and a proposal for changes to the programme. This developed into a 6 month piece of work to improve integration benefits delivery through planning, re-invigorate the teams and improved accountability.
The Outcome
From a starting target of £20m annualised benefits case, the programme assessment found only £3m of benefits had actually been identified. As a result of our revitalised integration programme, this was increased to £60m of annual benefits with three management teams working collaboratively to deliver the benefits as part of their "business as usual"
A global food manufacturer acquired a European and a US manufacturing firm. One year after Deal Day, the CEO was concerned about progress in the merger programme. Facing city expectations on efficiencies and increased revenue, progress was intangible.
The Approach
An initial engagement of 4 weeks produced a programme status report on governance, benefits case and a proposal for changes to the programme. This developed into a 6 month piece of work to improve integration benefits delivery through planning, re-invigorate the teams and improved accountability.
The Outcome
From a starting target of £20m annualised benefits case, the programme assessment found only £3m of benefits had actually been identified. As a result of our revitalised integration programme, this was increased to £60m of annual benefits with three management teams working collaboratively to deliver the benefits as part of their "business as usual"
