From David Burnie’s company blog, a ten-point checklist that can help make a post-merger integration successful.   For most companies, mergers do not occur regularly or recurringly, bringing with them a host of uncertainty and doubt. When two companies merge, it is a unique experience for both companies requiring a particular course of action, capabilities, and skills. The Burnie Group team has supported numerous post merger integrations from $10M up to $1B across various industries, including insurance and financial…

Umbrex is pleased to welcome H. Nevin Yuksel-Ekici. Nevin has 20+ years of strategy and transformation experience. This includes 11 years at a global enterprise software, hardware and hybrid cloud firm (Dell/ EMC), and 6+ years at Bain & Company. In her last role, she led cross-BU/cross-functional strategy projects, and co-led strategic planning for Dell Technologies. This involved working with the Dell Technologies executive leadership team and cross-functional leaders to identify and prioritize strategic initiatives, as well as clarifying and…

  Sean McCoy shares an article that explains why most post-merger integrations fail. Most mergers and acquisitions fail to achieve their intended synergies and deal rationale, because most post-merger integrations (PMIs) fail. Most post-merger integrations fail because they did not beat The 4 Clocks. There are 4 clocks counting down in PMI, a clock each of the four major stakeholders in a PMI: employees, vendors, owners, and customers. The clocks also largely parallel areas of synergies. The name of the…

  Luca Ottinetti’s company blog identifies the drivers of organizational costs and explains why they add significant complexity to the administration of the business. The costs associated with organizational alignment deal with two functions:  coordination and administration. Coordination costs include resources dedicated to facilitating information sharing, knowledge transfer, and communication.  These resources may comprise teams, committees, or formal lateral units depending on the complexity of the organization. Administrative costs include the top management functions for executive control and direction over…