Post-merger integration (“PMI”) for the prior acquisitions was unsuccessful, leading to inconsistency in expected business outcomes for the current as well as future acquisitions. With inconsistent and ineffective PMI strategies and lessons learned from past acquisitions, the organization needed help recognizing strategies and plans to be adjusted.
While in the M&A process, leadership found themselves challenged to address various business challenges and questions about the impact on customers and the employees of both the acquiring and the acquired company following the merger, which led to uneasy customers and employees.
The merger and acquisition goals were to keep the organizations separate yet to capitalize on some synergies and grow their top line (ARR) while retaining 100% of their employees and 100% of the customers from the acquired company. However, as the acquisitions occurred, they needed to better plan for PMI and execution.
Each functional area of the edTech company needed to do its part in contributing to the desired business outcome and PMI results.
Management realized their business objectives were at risk due to their incomplete PMI activities.