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Post-merger integration: "Most mergers fail. Why?"

History teaches us that most mergers have failed and most of the anticipated synergies have not been realized. This is an undeniable and uncomfortable fact for many companies. By whatever measure one chooses, i.e. stock price, revenues, profits or return on equity, most deals fall short of expectations. It does not seem to matter how thorough the planning is. Somehow, somewhere between the merger announcement and its implementation, all the promise fades, synergies become non-existent, savings disappear, cultures clash and finally people get fired. Why? Surely, no one enters into a merger intending to do a bad job and destroy value.

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  • Synergy has been requested to develop and manage a program management office (PMO), which is ¬†responsible for managing and coordinating the portfolio of development projects in order to ensure sustainable growth and profitability for a major private healthcare company.
  • Synergy has been assigned to define the future manufacturing setup of a major International beverage company in Finland.

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