Post Merger Integration Consulting

All materials on have been developed from our M&A integration consulting projects.

For the past three decades, PRITCHETT has competed for M&A integration work against the very largest consultancies in the world. We are a formidable, powerful challenger because we are different than our chief rivals and our long list of clients value our uniqueness:

Proven Thought Leadership

If you want to know how much a firm actually knows about merger integration, read what they have to say about it. If they have only published a few surveys or authored a couple of white papers, perhaps M&A integration is not their core competence.

PRITCHETT has sold over two million of our M&A and cultural integration books, more than all other firms combined. Plus, we have authored over one hundred of insightful articles.

While anyone can tout their in-depth expertise, our books and articles demonstrate ours. We are, without question, the thought leader in M&A integration.

making mergers work
after the merger book
smart moves book
mergers growth in the fast lane book
employee guide to mergers and acquisition

True Specialists

Large consultancies only dabble in M&A integration consulting. It is a sideline business that generates a sliver of their sales. When M&A market activity declines, they usually redeploy their consultants from merger integration to other areas in higher demand. PRITCHETT’s merger professionals exclusively focus on merger integration all the time. As a result, their expertise is “deep” rather than “broad and shallow.”

They know the true expert in any field is the specialist, not the general practitioner.

$50 Million to $10 billion

PRITCHETT has consulted on M&A transactions valued at over $400 billion, including the largest pharmaceutical, oil and gas, financial exchange, and bank mergers in history. However, since huge mergers comprise only a very small percentage of the deal universe, the majority of our work is on smaller transactions. Most of our deals are valued in the range of $50 million to $10 billion. That is our sweet spot. It’s where we have calibrated our M&A integration methodology and developed our consulting approach to work the best.

15-Year Minimum

In large consultancies, on average, for every partner there are two or three project managers and about ten to twelve junior consultants (according to statistics compiled by The Management Consultants Association).The partners typically land the contracts, but teams of junior consultants usually perform the bulk of the actual work.

Now, just suppose the partners were to staff a project with one high-paid, experienced consultant in lieu of several relatively low-paid, entry-level ones. Then, the engagement would be less profitable because the rookie consultants generate the highest margins (bill rate/actual cost) in the organization. They’re the money mills. Generally, the more of them on an engagement, the more cash the consulting firm pockets. This assumes inexperienced, very bright youngsters, with some direction from a project manager, can deliver good work.

PRITCHETT does not rely on twenty-somethings. Each of our consultants has at least 15 years of experience leading M&A integrations. They know, without any coaching, how to:

·         Build credibility quickly with management and rank-and-file employees

·         Balance competing priorities between scope, time, cost, resources, and risks

·         Customize an integration methodology on the fly

·         Juggle multiple tasks that require urgent attention

·         Identify hotspots before they flare out of control

·         Manage people issues with finesse

·         Reconcile mission-critical cultural differences

Given that millions are at stake, and there are no dry runs, acquirers should think twice before they turn their merger into a training ground for consultants.

User-Friendly Methodology

PRITCHETT’s methodology is easy to follow and well-organized. It’s a streamlined, repeatable process not weighed down by extraneous junk. We made room for more of what matters by eliminating what doesn’t. Some M&A advisors pitch integration methodologies with complicated rules that create confusion and add no value. In some cases, acquirers feel compelled to hire consultants on an ongoing basis to navigate the very complexity built into the process by the same consultants.

An effective methodology should make an organization more capable and less dependent on outside experts. PRITCHETT’s approach is highly teachable. Not over-engineered. A person needs common sense and resolve, not an advanced physics degree, to understand and apply it. Click on any step for additional information (i.e. articles, tools, presentations, etc.).


PRITCHETT Consulting Service Areas

We offer our consulting services from the start of integration planning to the wrap-up stage of implementation:

Integration Planning

PRITCHETT develops merger-specific plans, schedules, responsibilities, deliverables, and milestones. We provide the organizing structure for the integration effort. Our firm will help you plan, track, and realize synergies without a slippage in performance.

Typically, three to five key value drivers determine the success of your deal. PRITCHETT can help you identify those value drivers and design an integration plan targeted at delivering the most critical results. Don't settle for a simplistic functional integration process that may leave you consolidated but without value creation. Insist on a value-driver approach to integration planning. The difference between integrations that succeed and those that disappoint is a clear, sustained concentration on value creation.

Click on the images to view the articles authored by our consultants. 

Related PRITCHETT Articles: 

Day 1 Planning

Our consultants can help you develop an air-tight Day 1 Game Plan that will build trust and instill confidence. We make sure you come off the line fast and execute those all-important “opening moves.” A well-executed Day 1 buys goodwill with employees and customers. It also reassures analysts and quiets the skeptical press.

Related PRITCHETT Articles:

M&A Questions
power of opening moves
Process to employees
Announcement and close

Playbook Development

Every integration is different, but they all require processes for planning, governance, scheduling, issue management, risk management, and scope definition. Many acquirers let these M&A processes evolve over time with patches made here and there as experience and expertise are gained. However, certain tools and techniques are often missing or not captured and properly documented.

PRITCHETT can help you build a flexible, scalable M&A integration playbook tailored to your needs. Whatever the particular soft spots in your approach, we can address them as we improve and document your methodology.

Related PRITCHETT Documents:

M&A Integration playbook
Merger Integration Playbook
Acquisition Integration Playbook
M&A Playbook

Integration Implementation

We offer advice and counsel, flanker support, and a structured, disciplined approach to integration implementation. In particular, we know how to handle the defining moments, those make-or-break times when your strategy is most at risk. Our job is to protect the integration plan, front to back.

PRITCHETT knows what to expect and how you should respond. We help you maintain momentum and keep your integration on track. This is no cakewalk. It calls for well-conceived, carefully timed moves, many of them counterintuitive. And they must be carried out decisively. We know the drill.

Related PRITCHETT articles:

Post Merger Management
Engineer early success
Post merger Integration adopt and go
Most dangerous phase

Communication Planning

Mergers create an insatiable demand for more information. Our senior advisors can save you hundreds of hours of time by providing communication solutions that are field tested under difficult merger conditions. From announcement to "integration complete," PRITCHETT provides communication tools and techniques to keep people focused, productive, and engaged.

Related PRITCHETT articles:

Communicate to employees
Top 15 communication mistakes
Employee meetings

Staffing, Transition, and Retention Planning

Deciding how to staff the combined organization is the most delicate task in merger integration. There's almost always a need to eliminate redundancies and identify and retain people who are needed transitionally, but not indefinitely. PRITCHETT advisors help you develop a staffing process that is fair, fast, and appropriate for your deal. We recommend organizational design solutions that will optimize business performance.

Related PRITCHETT articles:

Onboarding Process
Retain key talent
Organizational structure
Stay Bonuses Really Work?

Culture Due Diligence and Integration

We help acquirers develop and execute a plan to identify and reconcile the most meaningful cultural differences. All too often, management adopts a passive approach and never seriously addresses cultural integration. Several things may account for this:

  • Managers have no methodology on how to create a cultural integration plan
  • They lack insight into the cultural differences between the two firms
  • They become preoccupied with short-term concerns such as next quarter’s financial results

The reality of the situation, however, is that success of a merger is often a function of how well the two firms’ cultures are integrated.

Related PRITCHETT articles:

X Factor
Managing cultural differences
Strategy Culture disconnect
I love you culture

Post-Merger Audit

Rarely does an integration fully optimize your business. The reality is you can't afford to go slowly enough to get everything perfect during the first pass. That's why we recommend you take a second look after you've successfully completed your integration. PRITCHETT consultants can perform an effective Post-Merger Audit to identify further opportunities for synergies, efficiencies, and growth. This second pass can make the difference between just-above-average and spectacular results.

Related PRITCHETT articles:

Post-merger audit
Survey and letter
How good are you really
no 1 hot spot

For information about our consulting services, call 800-992-5922.