Post Merger Integration
With PMI or Post-Merger Integration, the implementation phase of a company transaction is understood. Very often the personal and cultural integration is strongly neglected after a completed company transaction. Even if the champagne corks may pop after the signing of the company purchase contract: The real work is just beginning now. The synergy effects often calculated generously in purchase price evaluations still require the realization in the company's daily life when the agreed-upon transaction is implemented.
Approximately one-half of all alliances in the United States fail within the first five years. The reason for this lies essentially in the conduct of the management and employees of the affected companies.
In this case, a key role falls to the personnel management to work out the cultural differences in a personnel strategy and to lead to a systematic solution.
A personnel integration team consisting of representatives particularly from the personnel department develops a workable management of responsibility and cultural management which it then implements. At the same time, it deals for example with the following tasks:
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Deriving of an integration strategy through the determination of the fundamental company model. |
| 2. |
Determination of the influence of different national cultures on manners of conduct, belief and value systems of employees. |
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Striving for a cultural integration strategy with the effects upon the cultural management and the recommended management system. |
| 4. |
Determination of the time horizons and the desired integration speed. |
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