This product (Post-merger Integration Training) is a 131-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
This is a post- merger integration training material.
The contents include:
• Day One capabilities
• Synergy Capture
• Functional Integration:
• IT
• Finance
• Supply Chain
• HR
• Communications and Change
This comprehensive Post-Merger Integration Training material dives deep into the critical aspects of integration, ensuring your organization is well-prepared for Day One and beyond. The document provides a detailed approach to establishing a robust Day One plan, including functional scope and strategy, high-level milestones, and a 30-day action list with accountable resources. Key deliverables such as program risks, issues, and assumptions are meticulously outlined to mitigate potential pitfalls.
The training material also emphasizes capturing synergies, a crucial component for realizing the full value of a merger. Focused organizational simplification efforts are highlighted to drive significant cost savings in the first year. The document explores interdependencies among cost reduction opportunities, particularly in facilities-related areas, and provides a framework for quantifying, prioritizing, and assessing efforts to capture these opportunities. Understanding the timing and impact of various cost reduction techniques is critical for achieving and exceeding established targets.
Functional integration is another cornerstone of this training, with dedicated sections on IT, finance, supply chain, and HR. The IT integration segment discusses selling M&A IT services, lifecycle capabilities, and opportunities, emphasizing the importance of a dual-track approach that addresses both corporate and IT-focused needs. The finance integration section outlines value at different stages of the M&A lifecycle, competitive landscape, and the practitioner's base strength, ensuring your finance team is well-positioned to support the integration process.
The supply chain integration portion provides a high-level workflow, data collection and validation steps, and clean team prioritization and recommendation steps. Detailed templates for data collection, spend analysis, and opportunity identification are included to streamline the integration process. The document also covers final deliverables, such as spend profiles and aggregated level 1 opportunities, ensuring a comprehensive understanding of the supply chain landscape post-merger.
HR integration is thoroughly addressed, focusing on merger integration objectives, critical success factors, and challenges of human capital integration. The document outlines key priorities for selection and retention, leadership, culture, and communications, and provides a transition playbook for people management. This ensures that the workforce is aligned, engaged, and effectively managed throughout the integration process.
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MARCUS OVERVIEW
This synopsis was written by Marcus [?] based on the analysis of the full 131-slide presentation.
Executive Summary
This is a post-merger integration training deck built around Day 1 readiness, synergy capture, and functional integration—structured in the same crisp, outcome-driven style you’d expect from a McKinsey, Bain, or BCG-quality presentation (consulting-grade format and rigor; not affiliated). It is designed to help an integration team define “Day 1” (when two companies begin operating as one, or a divested entity begins operating independently), translate that definition into a functional Day 1 plan, and then execute through milestones, 30-day actions, and disciplined risk/issue/assumption tracking.
Who This Is For and When to Use
• Integration Management Office (IMO) / PMO leads running merger integration or separation execution
• Functional workstream leads building Day 1 scope, post-Day 1 scope, milestones, and near-term actions
• Finance leaders and integration finance teams accountable for synergy targets, governance, and benefits tracking
• IT, Supply Chain, HR, and Communications/Change teams coordinating systems, processes, and people transition work across Day 1 and stabilization
Best-fit moments to use this deck:
• Pre-close planning window to set Day 1 scope, governance, and readiness walk-throughs
• Day 1 execution and D1+30 ramp to drive stabilization, first close, and early synergy traction
• Divestitures/separations that require TSAs/SLAs and a clean transition plan from “seller” systems to “NewCo” operations
Learning Objectives
• Define Day 1 in plain operational terms for a merger or divestiture, and explain why it sets external confidence and internal clarity
• Build a Day 1 plan using a repeatable set of deliverables: scope/strategy, milestones, 30-day actions, and tracked risks/issues/assumptions
• Create a baseline schedule that connects functional charters, readiness reviews, stabilization, and “Day 2” transition work
• Establish synergy capture discipline (targets, timing, ownership) and clarify the role of Finance and the PMO in execution governance
• Identify functional integration touchpoints across systems and processes (ERP, core finance, payroll, supply chain, customer/order systems)
• Apply HR integration priorities across organization structure, retention, rewards, HR service delivery, and change readiness
Table of Contents
• Day One Capabilities (page 3)
• Capturing Synergies (page 10)
• Functional Integration (page 29)
• IT (page 29)
• Finance (page 37)
• Supply Chain (page 44)
• HR (page 101)
• Communications and Change (page 113)
Primary Topics Covered
• Day 1 Definition and Value - Day 1 is defined as the point two companies begin operating as one (merger) or a carved-out entity begins operating independently (divestiture). The deck frames Day 1 as a credibility milestone externally (“the street,” lenders, customers, suppliers) and an internal operating reset that sets discipline and accountability.
• Day 1 Planning Method and Core Deliverables - A practical approach for building the Day 1 plan: define scope/strategy (Day 1 and post-Day 1), then create a milestone plan, a 30-day action list with accountable resources, and a program log of risks, issues, and assumptions.
• Baseline Schedule and Integration Timeline - A baseline schedule that connects pre-close work, readiness walk-throughs, TSA/SLA planning, command center setup, stabilization, first close, settlement processes, and the transition toward “Day 2.”
• Synergy Capture and Cost Reduction Execution - A synergy capture module that focuses on driving savings, clarifying Finance’s role in execution, and answering concrete questions: what is achievable, what can be accelerated, and what governance and resourcing are required.
• Finance Integration across the M&A Lifecycle - Finance integration topics spanning due diligence through closing and steady state: TSA definition, legal entity setup, process/policy design, systems testing, reporting strategy, payroll testing, and ongoing synergy benefit tracking.
• HR Integration Priorities and Deliverables - Human capital integration coverage across organization design, leadership roles, reporting relationships, retention strategy, rewards consolidation, HR service delivery, and change readiness.
Deliverables, Templates, and Tools
• Functional scope and strategy template that separates required Day 1 activities from post-Day 1 activities
• High-level functional milestone plan tied to the program timeline (charters, design review, readiness review, hand-off)
• Functional 30-day action list with accountable resources to force near-term execution discipline
• Program risk, issue, and assumption tracking to surface blockers early and keep dependencies visible
• Baseline schedule model covering pre-close, TSA/SLA, command center, stabilization, first close, and Day 2 transition
• TSA exhibit/log example to frame service scope, service levels, and payment terms in a transition services agreement
Slide Highlights
• “Day 1 Defined” slide that makes the merger vs. divestiture definition unambiguous, with a direct list of why Day 1 matters
• “Our Approach to Establishing the Day 1 Plan” slide that spells out exactly what teams must produce (scope, milestones, actions, risks/issues/assumptions)
• Timeline view linking pre-close planning, readiness walk-throughs, command central, stabilization, and settlement processes
• Synergy capture framing for Finance and PMO roles: line functions may own tactics, but Finance/PMO own results
• Finance systems and integration points snapshot (ERP/core finance/treasury/reporting/tax/payroll plus supply chain and customer systems touchpoints)
• HR integration service areas and priorities across leadership/culture/comms, retention, rewards, HR delivery, and risk management
Potential Workshop Agenda
Day 1 Readiness Working Session (90–120 minutes)
• Align on Day 1 definition, non-negotiable Day 1 capabilities, and what “ready” means for each workstream
• Draft functional Day 1 scope vs. post-Day 1 scope and assign owners
• Build a first-pass milestone plan and a 30-day action list
Synergy Capture Working Session (60–90 minutes)
• Pressure-test synergy targets and timing, then define how Finance and the PMO will run governance
• Identify “saves” sources and agree on tracking cadence so benefits do not drift
HR and Change Readiness Deep Dive (90 minutes)
• Confirm key talent/retention approach, rewards consolidation questions, and Day 1 reporting relationships
• Define change readiness inputs and immediate communications needs
Customization Guidance
• Replace generic timeline labels with your actual pre-close window, Day 1 date, first close date, and stabilization milestones
• Tailor each workstream’s “required Day 1 activities” and “post-Day 1 activities” so scope is explicit
• Add your deal’s TSA/SLA services, service levels, and durations directly into the TSA exhibit/log format
Secondary Topics Covered
• Governance and operating model questions for integration execution (who decides what, how often, with what data)
• Resource planning and accountability: workload estimates, accountable resources, and ownership clarity
• “Command central” / command center setup and stabilization management as a distinct phase of execution
• Financial statement reconciliation and settlement processes during transition services periods
• Finance process scope examples (AP/AR/GL/inventory/intercompany pricing) as a way to translate strategy into execution steps
FAQ
What exactly is “Day 1” in a merger vs. a divestiture?
In a merger, Day 1 is when two companies begin operating as one company. In a divestiture, Day 1 is when the carved-out entity begins operating independently from the seller, even if TSAs or SLAs remain in place for a period after closing.
What are the concrete deliverables required for Day 1 readiness (not just meetings and status updates)?
A practical Day 1 package typically includes: functional scope/strategy (required Day 1 activities and post-Day 1 activities), a high-level milestone plan, a 30-day action list with accountable resources, and a tracked log of program risks, issues, and assumptions.
How do I separate Day 1 scope from post-Day 1 scope so teams stop arguing about priorities?
Use a simple two-bucket definition for every workstream: “must-have capabilities to operate on Day 1” versus “activities that can occur after Day 1 without breaking operations.” Then force each item onto a milestone plan and 30-day action list so the trade-offs become explicit.
What should a baseline integration schedule include from pre-close through stabilization and “Day 2”?
A workable baseline schedule typically spans the pre-close window and readiness walk-throughs, TSA/SLA setup where needed, command center stabilization, early operating milestones (such as first close), reconciliation and settlement processes during transition, and a structured handoff into “Day 2” execution.
How should Finance and the PMO work together on synergy capture and cost reduction governance?
Finance and the PMO may not own every cost-reduction tactic, but they should own results: defining targets, building a cadence for tracking, coordinating execution across line functions, and maintaining visibility into progress versus commitments.
What systems and process touchpoints should Finance track (ERP, payroll, supply chain, customer systems)?
Focus on the “backbone” systems and their dependencies: ERP; core finance processes (GL, invoicing, AR, AP, fixed assets); treasury/cash management; reporting and analysis; tax systems; time and expense; payroll and commissions—plus integration points into supply chain systems and customer/order management.
What are the highest-impact HR integration priorities in the first wave (structure, retention, rewards, HR delivery)?
First-wave HR integration typically centers on end-state organization design and reporting lines, critical talent retention and deployment, harmonizing rewards and benefits where needed, and ensuring HR service delivery can support the transition (while reinforcing clear communication and change readiness).
When do TSAs and SLAs become unavoidable, and what must be defined inside them?
They become unavoidable when separation or integration requires one party to keep providing operational services temporarily (systems, processes, support functions) to avoid breaking Day 1 operations. The core definitions usually include service scope, service levels, length/duration, and cost/payment terms.
How do I turn a long list of integration tasks into a 30-day action list with real owners?
Start from the milestone plan and select only the items that must be started or completed in the next 30 days. Assign accountable resources to each action and keep it tied to Day 1 readiness and stabilization outcomes (not general “nice-to-have” improvements).
What should be tracked as risks, issues, and assumptions to avoid late surprises?
Track items that can derail Day 1 readiness or delay stabilization: risks (potential blockers), issues (current blockers), and assumptions (conditions you’re relying on). Keep them visible across workstreams so dependencies are surfaced early.
Glossary
• Day 1 - The operational start point for a combined company (merger) or an independent entity (divestiture)
• Day 2 - Post-Day 1 transition toward full separation or steady-state integration
• Day One Capabilities - The must-have capabilities and must-do activities required to operate on Day 1
• Synergy Capture - Discipline for meeting targets and sustaining realized benefits over time
• Baseline Schedule - The integrated timeline that links pre-close planning, Day 1 readiness, stabilization, and post-Day 1 transition work
• Milestone Plan - A high-level sequence of functional milestones tied to the overall program timeline
• 30-Day Action List - A near-term execution list that forces ownership and prioritization for the next 30 days
• IMO / PMO - The integration program leadership function that coordinates governance, cadence, and cross-workstream execution
• Workstream - A functional integration team (for example, IT, Finance, Supply Chain, HR, or Communications and Change) accountable for a defined scope
• TSA - Transition Services Agreement defining temporary services provided during separation or integration
• SLA - Service Level Agreement defining service performance levels (often used during transitional service periods)
• Command Center - The central execution control point used during stabilization to manage issues, decisions, and dependencies
• Stabilization - The phase immediately after Day 1 focused on operational continuity, issue resolution, and settling into a steady cadence
• First Close - The first financial close cycle after Day 1 that often serves as an early stress test for finance processes and systems
• Risks, Issues, and Assumptions - The core execution log used to identify potential blockers, current blockers, and conditions being relied on
This slide presents a comparative analysis of supply chain spending for "3/4” Copper Pipe," categorizing suppliers into acquirers (Grainger and McJunkin) and a target (Noland). Grainger's total spend is $35,000 for 1,000 units at an average unit price of $35, while McJunkin's total spend is $40,000 for 1,400 units, resulting in a lower average unit price of $28.5. Noland's total spend is $40,000 for 800 units, with an average unit price of $50, indicating higher costs per unit. The analysis suggests a synergy opportunity where the acquirer could combine Noland's volume with McJunkin’s to achieve cost efficiencies and improved pricing leverage. This framework aids decision-makers in identifying spending dynamics and potential integration for post-merger planning.
This slide presents a structured template for analyzing spending across material groups in supply chain integration. It details each material group's subcategories to develop a comprehensive spend profile, ensuring visibility into spending patterns. Key columns include Material Group, Material Commodity, Description, Material Class, Number of Unique Suppliers, Total Spend, Percentage of Total Spend, Number of Line Items, and Data Source. For example, the "Operations" material group includes commodities like PVF, Pumps, and Valves, revealing significant expenditures and supplier dynamics. The "Total $ Spend" and "% of Total Spend" columns provide insights into each commodity's relative importance. Comprehensive data sourcing is critical for accurate analysis, enabling organizations to optimize procurement processes and enhance operational efficiency.
This slide provides an overview of Spend Data Templates for identifying sourcing opportunities in supply chain operations. The hierarchy categorizes data under "Group" labeled as Operations, subdivided into commodities like Motors, Pumps, and Pipes, Valves, and Fittings, which further break down into classes such as Copper, Cast Iron, and Steel. Key components include the Spend Master Template, aggregating class-level data and capturing 95%-100% of total spend, essential for understanding expenditure patterns and identifying savings. The Spend Item Detail Template focuses on item-level data, summarizing costs of the top 80% of items by total spend, aiding decision-makers in prioritizing sourcing efforts. This structured approach enhances supply chain efficiency through informed sourcing decisions.
This slide outlines a timeline for Day One capabilities in post-merger integration, spanning 6 weeks before Day One to one year after. Key elements include establishing functional charters, readiness walk-throughs, and the Transition Design Review, which assesses the integration strategy. The Written Transition Plan (WTP) serves as a foundational document for integration efforts. Critical activities include stabilization efforts, the first close of the newly formed entity (NewCo), and financial statement reconciliation for clarity post-merger. The Transition Services Agreement (TSA) and Service Level Agreement (SLA) settlement process define the operational framework during the transition. A centralized Command Central approach is suggested for oversight and coordination, with ongoing integration tasks continuing into "Day 2." This timeline serves as a strategic roadmap for successful integration, emphasizing meticulous planning and execution.
This slide presents a framework for cost reduction techniques in post-merger integration, categorizing them by impact and timing. The vertical axis measures impact, ranging from low (5-10% savings) to high (>25% savings), while the horizontal axis indicates timing, from short-term (3-6 months) to long-term (>12 months). Key categories include Spend Reduction, Organizational Simplification, Process Streamlining, and Infrastructure Rationalization. Techniques under Spend Reduction feature Demand Management and Supply Management. Organizational Simplification enhances staffing, functional de-duplication, and eliminates low-value activities. Process Streamlining involves redesigning processes and improving policies, while Infrastructure Rationalization consolidates resources and strengthens performance management. A holistic approach across these categories can yield greater benefits, maximizing savings during integration.
The Opportunity Matrix categorizes opportunities based on product and supplier dynamics across 4 levels. Level 1, in the upper left quadrant ("Common Product" and "Common Suppliers"), focuses on optimizing supply agreements to enhance existing supplier relationships. Level 2, in the lower left quadrant ("Common Product" and "Different Suppliers"), encourages switching or consolidating suppliers to streamline operations and reduce costs. Level 3, in the upper right quadrant ("Different Product" and "Common Suppliers"), emphasizes bundling products to create integrated solutions that enhance value propositions. Level 4, in the lower right quadrant ("Different Product" and "Different Suppliers"), focuses on standardizing products for efficiency and consistency across diverse offerings. The Opportunity Matrix serves as a strategic tool for decision-making, enhancing operational effectiveness and market positioning.
This slide outlines a workflow for supply chain integration in mergers and acquisitions. It begins with the "Define Data Requirements" phase, where acquirers and targets collaborate to customize templates and finalize data requests. The "Collect Data" phase includes a kick-off meeting, data gathering, and validation, directly impacting the effectiveness of subsequent analysis. In the "Analyze & Identify Opportunities" phase, a clean team assesses and integrates data, performing various levels of analysis to identify synergies. The process then moves to "Prioritize & Prepare Recommendations," where the clean team estimates implementation efforts and prioritizes initiatives. Finally, the "Purchasing 'Lock Down'" phase finalizes priorities and work plans, ensuring alignment with the integration strategy. This roadmap emphasizes data-driven decision-making and structured planning for successful supply chain integration post-merger.
This slide presents a framework for managing organizational change during corporate transformations, such as mergers or acquisitions. It emphasizes establishing a clear goal for the desired corporate culture early in the process. The visual representation illustrates a curve tracking organizational performance through emotional and cognitive stages: "Shock," "Resistance," "Understanding," "Enthusiasm," and "Acceptance." The model highlights that addressing resistance through effective communication and engagement is crucial for acceptance. The end goal, termed "Goal Culture," is a homogeneous, performance-oriented environment. Significant change initiatives initially disrupt performance, making open communication and active participation essential for a smoother transition and alignment with strategic objectives.
This slide outlines a structured approach to process streamlining in post-merger integration, focusing on activity-based costing and process analysis to identify effective processes from merging companies. The "Approach" section presents 4 strategies: Normalize and Align, Assign Cost, Benchmark, and "Adopt and Go." Normalizing and aligning creates a consistent baseline for comparing products and functions, while assigning costs determines unit costs for each product or function. Benchmarking identifies effective cost-saving measures for implementation, and "Adopt and Go" indicates that benefits are expected to manifest significantly in the second year post-merger. The "Product Benchmarking" section visually compares product families from Company X and Company Y, highlighting payment methods and benchmark metrics to identify best practices and improvement areas.
This slide provides an overview of governance models in organizational integration: centralized, decentralized, and hybrid. Centralized governance leverages scale economies for cost efficiencies and simplifies control, but may limit segment flexibility and create disconnects among business units (BUs). Decentralized governance enhances responsiveness to BU needs and allows customization for local markets, yet it risks inconsistent management practices and excessive workloads. The hybrid model balances centralized and decentralized strengths, offering flexibility and improved responsiveness while facing challenges in identifying critical areas and facilitating cross-BU initiatives. A scorecard evaluates each model against control, scale economies, organizational expertise, responsiveness, and adaptability, guiding executives in governance strategy decisions.
This slide outlines Finance Integration Services across the M&A lifecycle, focusing on 3 categories: Strategy, Target Screening, and Transaction Execution.
In the Strategy phase, "Merger Strategy Development" and "Target Screening and Identification" align financial objectives with merger goals. The Target Screening section includes "Preliminary Due Diligence" for assessing the target company's financial health, identifying risks and opportunities. "Synergy and Value Driver Quantification" quantifies expected financial benefits to inform decision-making.
Transaction Execution involves "Negotiation of Letter of Intent" and "Definitive Due Diligence," ensuring thorough vetting of financial aspects. "Implementation Planning" includes "Negotiation of Final Transaction" and "Implementation and Transaction Closing Preparation," aligning financial systems post-merger. This comprehensive overview emphasizes diligence and strategic planning for successful M&A outcomes.
This slide outlines a structured approach to supply chain integration over a 13-week timeline, categorized into Initial Targets and Secondary Targets. Initial Targets (Weeks 1-6) include resource allocations for Office Supplies, Computer Hardware/Software, Fleet/Travel, Temporary Services, and MRO (Maintenance, Repair, and Operations), prioritized by operational importance. Secondary Targets (Weeks 7-13) focus on Freight, Professional Services, and Facilities, Equipment & Services, indicating a phased integration strategy. The roll-out sequence will be developed based on analyses of magnitude, difficulty, and contract restrictions, ensuring an efficient integration process that maximizes resource utilization while minimizing disruptions.
The slide outlines critical phases of post-merger integration focused on human capital. It begins with merger strategy development and target screening, followed by preliminary due diligence to assess target viability. The synergy and value driver quantification phase identifies potential merger benefits. Next, negotiation of the letter of intent and definitive due diligence ensure thorough vetting of the transaction. Implementation planning develops detailed integration strategies, preparing for a smooth transaction closing. Company involvement is crucial, with HR strategists and compensation specialists playing vital roles. The mention of "XYZ Human Capital 'on the ground'" highlights a hands-on approach to aligning the workforce with new organizational goals, emphasizing the complexity of post-merger integration and the need for coordinated efforts across functions.
XYZ offers comprehensive IT integration capabilities throughout the M&A lifecycle, focusing on 3 key phases: Due Diligence, Merger Planning and Execution, and Divestiture and Separation Planning.
In Due Diligence, core capabilities include IT Due Diligence, operations assessments, and evaluations of IT organization structures, with an emphasis on preliminary synergy development and deal structuring considering IT implications.
Merger Planning and Execution involves IT strategy development, Day 1 and Day 2 integration plans, establishing an IT PMO, and managing ERP consolidation, alongside legacy system retirement and carve-out strategies.
Divestiture and Separation Planning covers infrastructure consolidation and IT transition services agreements, ensuring effective management of divestitures.
Methodologies and tools include due diligence toolkits and management frameworks, enhancing efficiency, capturing synergies, and reducing costs. This framework showcases XYZ's expertise in navigating complex M&A scenarios.
This slide outlines strategies for tax-related savings, focusing on Tax Recovery and Tax Minimization. The Tax Recovery section identifies opportunities such as Sales/Use Tax, Customs/Duties, VAT, Excise Tax, and Credits & Incentives. It highlights that vendors may overlook tax statuses and make manual errors, necessitating a structured approach to tax management, especially as tax legislation evolves. The Tax Savings Preservation segment emphasizes formalizing tax decision processes and suggests outsourcing tax functions to enhance efficiency and compliance. Integrating tax planning into supply chain strategy and reviewing historical spending can uncover opportunities for recovering erroneous tax payments, framing ongoing tax savings as a proactive strategy for financial health.
This slide outlines a strategic framework for capturing facilities-related cost reduction opportunities, categorized into Occupancy, Capital Projects, and Services. Each category links to cost components such as Maintenance & Operations, Depreciation, and Real Estate-Related Costs, enabling organizations to benchmark performance against industry standards. The slide features a matrix for quantifying, prioritizing, and assessing initiatives based on financial impact and effort. High-impact initiatives include identifying non-essential properties, outsourcing strategies, and optimizing service delivery, while lower-impact efforts like energy management require less effort, but contribute to savings. Executing these facilities strategies can yield savings of 10-20%.
The slide assesses the IT integration landscape in the M&A sector, revealing a fragmented market with no dominant firm, presenting leadership opportunities. XYZ is a strong contender with capabilities in M&A branding and IT qualifications. Firms are evaluated on M&A brand name, thought leadership, and IT qualifications, with filled circles indicating stronger capabilities. PWC has a strong legacy in M&A and IT, leveraging existing relationships, while Accenture utilizes its HP/Compaq legacy to enhance its M&A IT share. Key takeaways highlight XYZ's strong brand and capabilities, and IBM's efforts to enhance its installed base and automation capabilities to improve its M&A share.
CulturePrint™ is a Corporate Culture Assessment tool developed by XYZ Consulting to measure and analyze corporate culture tailored to each client's unique needs. The methodology includes an employee questionnaire for quantitative assessment, alongside qualitative insights from confidential interviews. Focus groups validate these findings, ensuring they represent the employee base and fostering buy-in for cultural initiatives. The accompanying visual framework categorizes corporate culture aspects, such as Learning/Adaptive, Relationships, and Structure/Consistency, with specific metrics for evaluation. This structured approach enables organizations to identify improvement areas and develop targeted strategies for enhancing corporate culture.
This slide outlines a strategic framework for identifying cost savings in a post-merger context, emphasizing the roles of Finance and the Project Management Office (PMO) in uncovering savings opportunities. Key components include "Shared Support Functions," which focus on reducing functional headcount through organizational simplification across Strategy, Marketing, Management, Finance, and Risk. The "Business Processes" section, valued at $1 billion, identifies 4 processes for potential efficiency improvements. "Spend Reduction" targets demand management and effective sourcing, while "Infrastructure Rationalization" aims to optimize projects and support structures. The slide highlights that synergies may exceed initially identified sources, with a $200 million target in mind, while ensuring revenue and customer service are maintained during cost-saving efforts.
This slide outlines XYZ’s M&A IT lifecycle capabilities, focusing on key areas like IT Due Diligence and IT Strategy. The assessment reveals strong qualifications in IT Due Diligence and balanced strengths in IT Strategy. The section on "Better Leverage Our M&A / ERP Practice Synergies" highlights ERP Consolidation and Legacy System Consolidation, indicating opportunities for improvement. Solid qualifications in ERP Consolidation suggest readiness to capitalize on synergies. The final section addresses integrating IT cost reduction tools, emphasizing IT SLA Development and IT Outsourcing, with varying strengths. Overall, there are established capabilities,, but significant room for development exists, particularly in marketing and brand awareness.
Source: Best Practices in Post-merger Integration, Synergy PowerPoint Slides: Post-merger Integration Training PowerPoint (PPT) Presentation Slide Deck, Documents & Files
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