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1. Post Merger Integration
Framework & Templates
By ex Deloitte &
McKinsey Consultants
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2. 22
Aurelien Domont
Slidebooks Consulting
Managing Director
To teach you how to undertake a Post
Merger Integration, step by step
To impress your audience with Premium
Powerpoint slides & Excel sheets created
by ex Deloitte & McKinsey Consultants
Objectives of this document
To save your time with “fill in the blank”
Templates that you can easily reuse
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3. 33
Introduction
Before deep diving into our Post Merger Integration (PMI) framework, you’ll find
in the next slides some key background information regarding:
The advantages & disadvantages of an organic growth
strategy versus a Merger and Acquisition (M&A) Strategy
The percentage of Mergers & Acquisitions which fail to
reach their value creation objectives
The main reasons for M&A failure
The Merger & Acquisition Life Cycle
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4. 44
The advantages & disadvantages of an organic growth strategy versus a
Merger and Acquisition (M&A) Strategy (1/2)
Organic Growth
Strategy
Description Advantages Disadvantages
Often perceived as the
default growth option
for companies, an
organic growth
strategy relies on
developing a
company’s internal
resources and
capabilities
• Provides deeper first-hand
knowledge that is likely to
be internalized in the
company
• Helps spread investment
over time and reduce
upfront commitment
• There are no availability
constraints, that is to say
that the company is not
dependent on the
availability of suitable
acquisition targets or
potential alliance partners
• Strategic independence
• Creation of new activities
within the existing culture
environment
• Can be slow, expensive,
and risky
• Difficult to use existing
capabilities as the platform
for major leaps in terms of
innovation, diversification,
or internationalization
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5. 55
Merger and
acquisition
Strategy
Description Advantages Disadvantages
Mergers and
acquisitions (M&A)
bring together
companies through
complete changes in
ownership. It has been
used by companies for
centuries and remains
a major way for
companies to expand
rapidly
• Business extension: M&A can
be used to extend the reach of a
firm in terms of geography,
products, or markets
• Building capabilities: M&A may
increase a company’s
capabilities
• Increase market power by
reducing competition and
increasing bargaining power with
suppliers
• Increase efficiency: by sharing
resources and capabilities
• Speed: M&A allows acquirers to
act fast
• Financial efficiency: by
combining the 2 balance sheets
• Tax efficiency
• Important investment
upfront
• Potential culture
clash between the 2
companies
• High failure rate
• Sometimes excessive
initial valuations,
exaggerated
expectations of
strategic fit, and
underestimated
problems of
organizational fit
The advantages & disadvantages of an organic growth strategy versus a
Merger and Acquisition (M&A) Strategy (2/2)
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6. 66
More than half of Mergers & Acquisitions fail to reach their value creation
objectives
55%
45%
Mergers & Acquisitions’ ability to reach
value creation objectives*
Failure rate Success rate
*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australia Financial Review

7. 77
A poorly managed post merger integration phase is responsible for more
than half of Mergers & Acquisitions (M&A) failures
*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australia Financial Review
9%
25%
14%
52%
0%
10%
20%
30%
40%
50%
60%
Corporate Strategy
definition
Target screening &
Due diligence
Negotiation &
closing
Post merger
integration
Main reasons for M&A failure (%)
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8. 88
Target
Screening
Due
Diligence
Transaction
Execution
Post Merger
Integration
Divestiture
M&A
Strategy
The Merger & Acquisition Life Cycle includes 6 phases:
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9. 99
This document will essentially focus on the “Post Merger Integration” phase,
also called “Acquisition Integration”
Target
Screening
Due
Diligence
Transaction
Execution
Post Merger
Integration
Divestiture
M&A
Strategy
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10. 1010
Feel free to reuse and customize the framework based on the specificities of your newly
combined organization.
Each component of the framework will be described in this document.
Many templates will be available to save your time.
To guide you within the relatively complex Post Merger Integration phase, we
created in the next slide a simple Framework
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11. 1111
Post Merger Integration (PMI) Framework
I. Define strategy & establish
organizational structure
II. Plan III. Execute & monitor
1. Communicate the Merger
Strategic Objectives
2. Create an integration office
3. Define the Post merger
integration guiding principles
4. Define the organizational
structure and appoint leaders
5. Help managers set their new
teams up for success
6. Create an integrated synergy
baseline
7. Build and communicate synergy
targets
1. Identify all the potential
integration & synergy initiatives
2. Prioritize integration & synergy
initiatives
3. Create an integration & synergy
roadmap
4. Create an integration & synergy
Plan
1. Execute the integration & synergy
initiatives
2. Follow and measure the progress of
the integration & synergy initiatives
3. Gather the whole company on a
regular basis
4. Institutionalize the approach by
creating a Playbook
V. Ensure effective communication
VI. Ensure cultural fit
VII. Maintain momentum in the base business of both companies
IV. Ensure optimum change management
VIII. Rigorously manage risks
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12. 1212
Post Merger Integration (PMI) Framework
I. Define strategy & establish
organizational structure
II. Plan III. Execute & monitor
1. Communicate the Merger
Strategic Objectives
2. Create an integration office
3. Define the Post merger
integration guiding principles
4. Define the organizational
structure and appoint leaders
5. Help managers set their new
teams up for success
6. Create an integrated synergy
baseline
7. Build and communicate synergy
targets
1. Identify all the potential
integration & synergy initiatives
2. Prioritize integration & synergy
initiatives
3. Create an integration & synergy
roadmap
4. Create an integration & synergy
Plan
1. Execute the integration & synergy
initiatives
2. Follow and measure the progress of
the integration & synergy initiatives
3. Gather the whole company on a
regular basis
4. Institutionalize the approach by
creating a Playbook
V. Ensure effective communication
VI. Ensure cultural fit
VII. Maintain momentum in the base business of both companies
IV. Ensure optimum change management
VIII. Rigorously manage risks
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13. 1313
The most common merger strategic objectives are:
1 Gaining economies of scale
2 Entering a new country
3 Entering a new market
4 Increasing the company product or service portfolio
5 Increasing market share by acquiring one of your competitors
(horizontal integration)
6 Becoming a key player in an industry by acquiring one of your
suppliers or clients (vertical integration)
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14. 1414
Post Merger Integration (PMI) Framework
I. Define strategy & establish
organizational structure
II. Plan III. Execute & monitor
1. Communicate the Merger
Strategic Objectives
2. Create an integration office
3. Define the Post merger
integration guiding principles
4. Define the organizational
structure and appoint leaders
5. Help managers set their new
teams up for success
6. Create an integrated synergy
baseline
7. Build and communicate synergy
targets
1. Identify all the potential
integration & synergy initiatives
2. Prioritize integration & synergy
initiatives
3. Create an integration & synergy
roadmap
4. Create an integration & synergy
Plan
1. Execute the integration & synergy
initiatives
2. Follow and measure the progress of
the integration & synergy initiatives
3. Gather the whole company on a
regular basis
4. Institutionalize the approach by
creating a Playbook
V. Ensure effective communication
VI. Ensure cultural fit
VII. Maintain momentum in the base business of both companies
IV. Ensure optimum change management
VIII. Rigorously manage risks
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15. 15
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