{"id":10569,"date":"2016-04-18T10:30:56","date_gmt":"2016-04-18T14:30:56","guid":{"rendered":"http:\/\/www.embamcgillhec.ca\/en\/?p=10569"},"modified":"2022-12-07T14:59:36","modified_gmt":"2022-12-07T19:59:36","slug":"3-tips-on-post-merger-integration","status":"publish","type":"post","link":"https:\/\/www.embamcgillhec.ca\/en\/2016\/04\/18\/3-tips-on-post-merger-integration\/","title":{"rendered":"3 tips on post-merger integration"},"content":{"rendered":"
The integration phase that follows mergers and acquisitions is crucial to the success of the transaction, and it\u2019s also where things often go wrong.\u00a0 Here are three tips highlighted by three experts invited to class during the EMBA\u2019s Analytic Mindset module.<\/p>\n
<\/a>\u201cDuring an integration, it is essential to remember that although the objectives are those of the company, integration is about people\u201d, said Louis H\u00e9bert, co-director of the McGill-HEC Montr\u00e9al EMBA program, Professor at HEC Montr\u00e9al and expert in strategic alliances, mergers and acquisitions. When integrating, you should not integrate companies, you should integrate people and make sure to seek their collaboration with the company. Mobilization involves the consolidation of different teams and employees around a common vision. To do this, you must set clear goals and ensure that employees make these objectives their own. Communication is key because for people to really cooperate, they need to understand the vision, reasoning and purpose behind the integration.<\/p>\nTake your place in the control tower<\/strong><\/h3>\n