Magazine article Management Today

Well Integrated

Magazine article Management Today

Well Integrated

Article excerpt

DILEMMA: What a great feeling -- I've been up all night celebrating the completion of our first acquisition. I had no idea the deal would take such an effort. Now comes the fun bit, integrating the two businesses and making sure it was worth the money. What should my priorities be?

ISSUES: If you've only just started thinking about integration now, you've probably blown it, So you must have had an integration plan, as well as someone to manage it.

From the start, control and communication are paramount and there's nothing like physical presence to manage both. It is hard to get effective control without clear communication, so decide what you're communicating, as well as to whom and how.

Sometimes the reasons for buying can become fuzzy once you've stopped reciting them to your backers. Don't assume that because they are obvious and attractive to you, your team will feel the same. You need a mantra for the deal and you should be clear about the advantages for your best people. Clarity over key positions is vital, It is too easy to fudge and forget that your own senior people may feel as insecure as those in the business you're buying. …

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