Did you know 70-90% of mergers and acquisitions fail?1 Fingerprint for Success (F4S) can predict the likelihood of cultural synergy with 90% reliability. In a revolutionary first, F4S maps out a tailored integration plan to support M&A alignment.
In short, uncovering individual and company-wide working styles, communication preferences, and cultural values and affinities can reduce cultural friction in the post-merger integration phase and accelerate strategic objectives
Harnessing F4S’s extensive people analytics technology enables leaders and organizations to better predict potential cultural issues going into a merger. They can then create strategies to help tackle them.
F4S’ technology undertakes thorough due diligence with employees on both an individual and organizational level. Then, potential synergies and blind spots between two organizations can be mapped and visualized. Because strong integration leaders are such a crucial component of a successful M&A deal, F4S can also unearth the very best talent within the oganizations to unify and lead a successful integratrion.
Using validated and proprietary technology, F4S can accurately predict the cultural impact of bringing two entities together. Here’s what you can expect from the three-step process:
Analyzing the culture of the organization making the acquisition on both an individual and company-wide level is an important first step. The goal of this part of the process is to deliver a snapshot of the current state of the acquiring organization.
Working styles, employee communication preferences, and cultural values and affinities are all unearthed, along with other key cultural attributes that make an organization tick. F4S technology even pinpoints X-factors (strengths or what makes a team or organization unique) to help determine the odds of success. Crucially, organizational or team blind spots are also identified. This allows F4S to forecast any challenges.
An identical evaluation of the target company is the next step. Similar to Step 1, F4S analyzes individual and organizational work style motivations. Examples include communication styles, approaches to working, decision-making and cultural values and affinities. This can be performed across the entire organization or just on the leadership/C-suite team, depending on the needs of both entities.
Using empirical data gleaned from the first two steps, F4S assesses the similarities and differences between the two cultures. This uncovers where they overlap and where any issues are likely to arise.
This step also includes a complete analysis of what the newly merged culture will look like, an incredibly useful tool.
Once F4S has assessed both company cultures and mapped the newly merged entity, the actual work toward successful M&A integration begins.
Again, F4S takes a step-by-step approach to the union of two organizational cultures. This is generally what the process entails.
Mergers and acquisitions is an area of corporate law. It generally involves two or more organizations that are fusing businesses. A combined company can result through merging, buying assets or shares, undergoing hostile takeovers, consolidating, or other types of transactions.4 5 6
Integration is the process that happens after a merger or acquisition deal. It’s where the organizational systems, operations, resources, and people of the target company combine with those of the acquiring organization.
M&A integration – also known as post-merger integration – is a critical part of any merger or acquisition. The post-merger integration process helps two entities identify synergies, gaps, goals, and other aspects of each organization that they can optimize. By undertaking M&A integration due diligence, both entities are in a better position to realize the predicted value of the deal.
Integration planning should kick off as early as possible – ideally at the very start of the deal. This can allow you to put effective integration teams in place and greatly increase the chance of success. It can also show employees across both organizations that thought has gone into post-merger integration, and that the newly combined company is focused on what matters. In turn, this can further help to mitigate many of the cultural challenges that could arise.