QLI

Focus on Value Realization

Strategic acquisitions are justified on the potential value they are anticipated to create. Many acquisitions look great on paper. Yet, no matter how attractive the opportunity, value is not created for the buyer until after the acquisition, when people from both organizations collaborate to create the expected benefits.

Acquisitions are notorious for not meeting expectations due to poor post-merger integration processes resulting in:

• Performance drifting
• Roadblocks
• Unclear expectations
• Politics
• Failures to execute the plan

Perhaps this is why surveys indicate that about 50% of acquisitions destroy value and an additional 25% do not meet pre-merger plans. How will your acquisition beat these odds?

Integration Mission

Our mission is to help transform the organizations with the least loss of key people, capabilities, interruption of customer services, and supplier unrest. This results in the new entity performing better than the two did separately.
Making strategic integration decisions requires management techniques different from those of running the day-to-day business. Successful implementation requires transformation practices and skills specific to the management of the integration process.

Adaptive Six Sigma Process for Rapid Integration

We built this process on our extensive experience with Total Quality, Six Sigma, Cycle Time Reduction (Lean), and the best practices of frequent acquirers. This experience enables our clients to complete their integration in ONE year with Six Sigma precision. Because it is so modular, it can be adaptive to meet your needs and compliment your strengths.