In order to survive in the competitive environment and to take advantage of new opportunities, companies must constantly evolve. In this context, transactions are also steadily gaining in importance. For many companies, mergers and acquisitions are associated with major challenges, for example due to changing regulatory requirements, ongoing globalization and increasing cost pressure. In addition, M&A decisions must be both in line with business objectives and offer potential for the future. More than half of M&A transactions fail to meet expectations.
For a transaction to have the desired success, post-merger integration (PMI) is crucial. As this phase takes place in parallel with the core business, PMI is one of the most demanding tasks for managers. In addition, they themselves are usually affected by changes resulting from the transaction, but in turn must be role models for their employees in dealing with the changes.
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Now more than ever, companies need to continuously adapt to changing market conditions through restructuring projects in order to remain competitive and profitable. Restructuring is usually accompanied by changes in the operational and organizational structure. From a company’s point of view, restructuring can represent a great opportunity, provided it is implemented successfully. They open up new perspectives, encourage new ways of thinking and break down old structures.
However, it should not be ignored that restructuring projects usually have an enormous impact on employees. This refers not only to those who may have to leave the organization, but also to employees who remain with the company. From the employee’s perspective, therefore, restructuring is often associated with feelings of fear of job loss or the impending changes. This often leads to resistance from the workforce.
The successful implementation of a restructuring therefore requires a solid mix of professional project management and a not inconsiderable amount of change management. The employees involved are often confronted with major changes, which can include new processes, new role assignments and new persons in charge. Another challenge may be the associated cultural change.
The time between start state “A” and target state “Z” is in most cases not an easy time for employees and managers and holds higher potential for frustration. In this phase, it is particularly important to communicate the procedure clearly and comprehensibly and to seek regular dialogue with those affected in order to make the reasons for the restructuring transparent.
The aim of restructuring support is to accompany the various stakeholder groups through the process, to achieve acceptance of the restructuring measures and to sustainably anchor the target state in the organization.
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