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Integrate mark establishment

so we typically see our clients doing a number of things to make their integration successful firstly we very much encourage the senior leaders to set the direction of the integration early and to do that upfront next the focus is on you know really driving out the value from the deal and finally there's a lot of time spent and effort spent in building the new organization so the key elements in setting the direction for the integration those are firstly to define the objectives of the merger really the philosophy that you plan to use when you're running the integration it might be around for example deciding if you wanted to be a merger of equals or more of a takeover also really important is to manage the integration separate separately from the day-to-day running of the business and the reason for that is just to give it enough time and enough focus and then once you know where the big areas of value are in the deal then you're better off organizing the PMI teams to mirror those value drivers and the final part then it's really crucial to have your senior leader is very active very committed to what's going on visible in fact to employees so that there's really no doubt in anyone's mind that this is a real priority for them so to capture the value from the deal you need to consider both cost and revenue synergies obviously cost synergies are often the obvious ones revenue synergies they can be a bit more elusive so those are the synergies from for example cross selling one company's products to the other companies customer base that's an example you need to be totally unambiguous about what the cost and revenue synergy targets are and who's responsible for them and then once you're clear on that you then need to constantly revisit those targets refine them and then track against them