Mergers and Integration

  • Mergers and Integration

    Mergers and Acquisitions are a quintessential element of enterprise growth in the 21st century. Fifth Chrome brings in years of experience in successfully implementing tactical steps of integration and achieving harmonization between merging companies.

    To remain competitive and continuously achieve high growth, companies find it highly challenging to grow organically alone. Businesses constantly look at opportunities where their company’s limited advantages can be supplemented by advantages of another company and that is why, businesses explore options of combining the advantages through strategic mergers and acquisitions (M&A).

    While many companies have adopted M&A as part of their strategy arsenal, several of them still struggle to successfully merge the operations of the two companies. There are multiple hindrances faced by integration teams during a merger. It includes multi-disciplinary approach with high levels of synchronization and large inter-dependencies, strategy needs to be converted into tactical, measurable and accountable steps, cultural differences are often undermined and huge element of over-confidence on the ability of the team to manage and achieve results.

    Fifth Chrome practitioners have gone through the challenges of integration through multiple business-cycles. We understand the synchronization levers, the multi-disciplinary complexities and cultural harmonization measures that are required for a successful execution of an integration.

    Fifth Chrome offers several service packages in mergers and integration.

    M&A – Operational due-diligence (DD):

    • M&A teams normally focus on Financial and Risk management strengths of a deal. Operational strengths is often under-estimated resulting in disjointed operations, value not generated or worse, failed integration. Approach – 5C engages with Due-diligence teams and conduct a pre-merger current-state assessment.

    100-day planning and mobilization (Integration Planning & Design):

    • Most critical part of an integration is the first 100-days after the merger is announced. This stage includes creating a blue-print of the integration including activities, resourcing, governance and control. Create Integration Management Office, Governance Operating Rhythm, Create work-streams (8-12), Conduct Mobilization workshops, Risk & Issue Management, Budget and Synergies Financial dashboards, Communication Framework.

    Post-Merger Integration Leadership Training and Workshops

    • Injecting a sense-of-urgency, awareness of complexity, attention to interdependencies and mobilization of program and operations leadership team. 2-3 day training/workshop comprehensively covers role of integration management office, governance and operating rhythm, workstream setups and scope (HR, Finance, IT, Sales, Marketing, etc.), issues and risk management, synergies framework and change management and communication primer.

    Post-Merger Integration Execution

    • Injecting a sense-of-urgency, awareness of complexity, attention to interdependencies and mobilization of program and operations leadership team. 2-3 day training/workshop comprehensively covers role of integration management office, governance and operating rhythm, workstream setups and scope (HR, Finance, IT, Sales, Marketing, etc.), issues and risk management, synergies framework and change management and communication primer.

    Capacity and Capability Assessment (C&CA) Cells

    • Right type and level of resourcing is critical to success of any integration. C&CA cells provide a framework on which the current level of capacity, capability, availability, incentivization, performance objectives and impact of competing priorities are assessed. Provide a comprehensive assessment that allows identification of key gaps up-front and perform a compare-and-contrast on options to fill the gap

    Change Management and Communication

    • Integration by nature is transformational in nature that involves radical changes. It is imperative that robust change management process is incorporated in an integration program to navigate through employee and culture management, system changes, leadership engagement and most importantly, communication. Communication includes steering committee meetings, leadership updates, employee announcements, town-halls, awareness trainings and newsletters with local language support.

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