The Challenge
A major payments processor was unable to consistently achieve the full value of a series of acquisitions. Talent attrition and lagging schedules sapped the business value that was ultimately realized from the acquisitions.
With more acquisitions planned as the economy recovers, the company’s M&A leadership sought fresh ideas and perspectives for successfully integrating acquired firms.
Project Description
We performed a rapid five-week review of the leading post-acquisition integration practices among financial services firms. Leveraging interviews, surveys, and secondary research, we developed a set of both thematic guidelines and specific recommendations to enable more effective realization of the business value of future acquisitions.
Outcomes Delivered
- Captured industry insights and trends across six critical aspects of post-acquisition activity, from playbooks and operating models to technology and back-office integration.
- Provided analyses to substantiate those insights, including quantitative surveys of industry experts, interviews with financial services executives in M&A roles, and secondary qualitative research
- Crafted case studies of industry peers illustrating how other organizations have benefited from implementing some of the key best practices
- Delivered specific recommendations tailored to the company’s situation and their own experiences and lessons learned from recent acquisitions
- Supported the client in mobilizing near-term activities to begin realizing the value of the best practices recommendations
