M&A Integration Consulting

PRITCHETT is different than other consulting firms in seven key areas and our long list of clients value our uniqueness:

1) True Experts

We encourage you to browse through the web sites of our competitors and compare their sparse content on M&A integration to the wealth of information on PRITCHETT’s MergerIntegration.com.

And then, ask yourself one question ... Who is the true M&A expert? After just spending a short time comparing sites, I think you will conclude the answer is PRITCHETT. While other firms say they have expertise in M&A integration, our website shows that we actually doBelieve what you can see.  

2) Proven Thought Leadership

PRITCHETT has sold over two million of our M&A integration books, more than all other firms combined. Plus, we have authored and re-published over two hundred insightful M&A articles on MergerIntegration.com. 

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

3) Play Big or Small

PRITCHETT has consulted on the largest pharmaceutical, oil and gas, financial exchange, and bank M&A integrations in history. And on smaller deals in practically every industry. We can quickly and easily staff a project with dozens of experienced M&A integration consultants, or even just a few, based on the complexity of the merger and bandwidth of a client’s integration teams.

PRITCHETT does not take a one-size fits all approach to staffing. We assist where needed. Our consultants have M&A integration-specific expertise in IMO leadership, finance, information technology, communications, playbook development, and human resources (including talent assessments and culture integration).  

4) Specialists

Our largest competitors 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.

5) Unmatched Value

PRITCHETT has populated MergerIntegration.com with the playbooks, tools, videos, checklists, assessments, presentations, and deliverables from M&A integration projects on deals valued in excess of $350 billion.

Our comprehensive, library of M&A integration documents easily saves integration teams hundreds of hours that would otherwise be spent developing deliverables from scratch. No other consulting firm offers anything comparable to their clients.

6) 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 a few more high-paid, experienced consultants in lieu of many 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 on big or small projects.  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.

7) 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.