In Post-M&A integration services the basic question is: how can the company realize the previously scoped synergy and/or strategic objectives?

APMC's approach to this question is to first create together with all relevant stakeholders a detailed project plan displaying for each function or business unit key activities, dependencies, accountabilities and timeframes. We thereby categorize each item of the plan as A, B, C or D priority providing full transparency on what the company must achieve first.

Normally the very first priorities are related to: Commercial and HR departments. The company must make sure customers and employees are not irritated by the deal, but consider it as a great opportunity. This can be difficult to achieve when cost reduction through organisational synergies are part of the key strategic goals. This requires strong communication procedures and a sound understanding of business cultures and practices.

Today IT systems are often at the heart of almost every organisation’s operations. Therefore a strong impact on the success is often related to IT-system integrations and can mean very costly adjustments of initial plans. APMC makes sure the responsible IT-managers stick to the plan. If IT related tasks have been underestimated in the Pre-M&A due diligence, and integration reveals to be too complex for internal staff, APMC provides functional experts through its international network of IT specialists.