Mergers & Acquisitions​

mergers 

Mergers & Acquisitions (M&A) are highly strategic events that decidedly shape a company’s future. Therefore Ginkgo recommends a structured approach to M&A encompassing all phases of an M&A lifecycle – from strategy formulation to post-transformation audits and separations – as well as a distinct methodology to Post Merger Integrations (PMI) which is highly customizable for the largely varying requirements of different PMI projects.

Thomas Rühle

Principal

 

Mergers & Aquisitions

Mergers & Acquisitions (M&A) are deeply strategic events that decidedly shape a company`s success for better or worse. Therefore we recommend a structured approach to M&A encompassing all phases of the M&A lifecycle – from strategy formulation to post-transformation audits and separations – as well as a distinct methodology to PMI which is highly customizable for the largely varying requirements of different PMI projects.

Selected References

5

Integration of Four Medium-Sized Companies

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The parent organization in the utility sector decided to integrate four of its subsidiary companies to better develop the business area smart grid and smart metering. The aim was a marked growth course and could be achieved by supporting the project in the areas: sales, market and customers, product management & F&E, and change management/integration support.
5

Integration of Cutting-Edge Service Provider

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For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the int
egration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope. For a global mobile operator, GMC supported the integration of cutting-edge service providers by conducting due diligence, evaluating strategic scenarios, and supporting the post-acquisition integration of a European ISP. Additionally, the support of the implementation of a new business strategy in functional integration, coordination of 16 cross-functional client teams was in scope.
5

Integration of Operations in South East Asia

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End-to-end integration management for one of the largest telco provider in South East Asia. The merger of four entities into one along with the areas of functional integration, process transformation, and organizational design. Successful implementation for approximately 150 impacted employees.
5

Post Merger Integration Planning and Global Implementation

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PMI planning and implementation for a global software and solutions provider in the scope of the acquisition of a major global competitor. The project team designed the future organizational and functional structure for the integration of over 55 countries. Further, the development of detailed runbooks and PMO support for functional and cross-functional implementation was successfully implemented.
5

Captive Banking Merger and Interim Line Management

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For a financial service provider, the Interim CIO, IT program lead and PMO for a captive banking merger including the roll-out of a nationwide payment solution was managed. Responsibility for a short-term restructuring of project and line organization, reorganizing responsibilities, and operating models. The result is a successful banking merger and product-rollout, the establishment of new line organization, tools, and methods.
5

A Merger of Mobility Solutions

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For a German automotive OEM, we lead the merger of several subsidiaries (equals). The definition of roles and responsibilities and the creation of a new operating model were in the project scope. The result is a quick and successful implementation for approximately 100 employees.

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