1. Copyright © J. Anthony & Company LLC
Six Sigma Driven
Post Merger Integration
Focus on Value Realization Integration Mission
Strategic acquisitions are justified on the potential value The mission of post merger integration is to transform
they are anticipated to create. Many acquisitions look the organizations with the least amount of destruction
great on paper. Yet no matter how attractive the (loss of key people and capabilities, interruption of
opportunity, value is not created to the buyer until after customer services, and supplier unrest) which results in
the acquisition, when people from the two organizations the new entity performing better than the two did
collaborate to create the expected benefits. This separately. To achieve expected results, integration
collaboration relies not only on the will and ability of actions begin immediately at closing when decisions
people in the merging organizations to work together, should be made on important issues such as people,
but on them having a formalized road map to measurements, strategies, and resources. Making these
accomplish the integration successfully. However, decisions requires management techniques different
acquisitions are notorious for not meeting expectations from those of running day-to-day operations. Successful
due to poor post merger integration processes resulting implementation requires transformation practices and
in performance drifting, roadblocks, unclear skills specific to the management of the integration
expectations, politics, and failures to execute the plan. process.
Based on best practices in Post Merger work and Total
Quality, we have developed a robust modular
integration process derived from Six Sigma
Adaptive Six Sigma Process for Rapid
methodology that will help you transform your
organization. Integration
The Challenge Speed and control are critical to successful integration
and they can only be achieved through a coordinated
Ideally, the acquiring organization takes the lead in integration process. Our modular process is adapted to
guiding post merger integration decisions and actions the specific requirements of each merger serving as a
through its proven successful integration management guide and yardstick to organizations without their own
process. Frequent acquirers have such frameworks and proven integration procedures. This process is built on
procedures to integrate an acquisition. However, many our experience with Total Quality, Six Sigma, Cycle
organizations do not make enough acquisitions to Time Reduction (Lean), and the best practices of
develop a pattern. As such, most executives do not get frequent acquirers. This experience enables our clients
an opportunity to form an integration methodology for to complete their integration in ONE year with Six
others to follow. Hence, when acquisitions occur, most Sigma precision. (It’s modular so that it can be most
organizations treat post merger integration not as a adaptive to meet your needs and to compliment your
repeatable process but as hurdles to overcome, so strengths.)
everyone can get back to business as usual. Perhaps this
is why surveys indicate that about 50% of acquisitions
destroy value and an additional 25% do not meet pre Who We Are
merger plans. How will your acquisition beat these
odds? In addition to providing adaptive process, we can help
your people where and when they need additional
“Speed and control are critical to capabilities. You can draw from our extensive
successful integration and they can only experience in corporate operations and Total Quality.
Our seasoned associates with experience in a broad
be achieved through a coordinated spectrum of industries and disciplines can serve as your
integration process.” facilitators.
Phone: 973.370.0884
Fax: 973.665.2397
www.janthonyandco.com