The document discusses how to succeed in post-merger integration by assessing business value while retaining key competencies. It recommends using Innovisor's approach to visualize collaboration, discover how work gets done, identify key staff, and gain insights from employees. This allows for fast translation of insights into decisions and actions through tangible plans within 6 weeks to increase business value while retaining human capital. A case study shows how Innovisor helped an American acquisition become successful by trimming the organization and implementing changes to focus the business.

1. How to succeed in post merger integration What? Why? How? Innovisor provide new insight how to assess the business value after a company or department merger while retaining key competences. Innovisor disclose the hidden power bastions in the organisation to leverage synergies. We v isualise collaboration across geography, thus enabling informed decisions and increased effectiveness. Innovisor p rovide tangible and actionable plans to increase business value while retaining the human capital nessasary to execute goals. make the post merger successful by pinpointing key resources to ensure their retention.

2. We perform an MIR scan of the post merger to Discover how work actually gets done in the organisation Identify key staff for strategy execution and change realisation Based on input from employees Insights are readily accepted and embraced by staff Data based insights easily translate into decision and action Fast-track from critical insights to execution in 6 weeks Analysis is based on quantitative and qualitative data Analysis is underpinned with company data Innovisor´s approach is unique

3. Real-time case: American acqusition now succesful Due to the global financial crisis Columbus IT focused on effectiveness and cost saving. Executive management wanted to improve financial performance in the American affiliate and to evaluate the importance of office location with regard to collaboration and ressource utilisation. Gains from cost-savings paired with an improved American business performance constitute the key components of the operating profit in 2010. “ We have endured losses in the American market compared to the year before. By now, I can see that we have found a model in the US, whereby we have trimmed the organisation hvi such that we now have a strong platform, albeit smaller than in the beginning of the year. Er Since we have replaced management and implemented a number of changes to focus our busisness in the US, such that the American investment is now beginning to pay off,” says company CEO Claus B. Hansen. ” We have used the American acquisition as a blueprint for what it is we really need to do in the rest of Columbus.” From Jyllands-Posten 29 March 2010 The challenge Source: Innovisor 2009