5 Guidelines For Setting M&A Priorities
Ordinarily managers and executives find it extremely difficult, particularly during the early stages of the merger transition period, to (1) establish priorities correctly and (2) stay focused on them.
You’re particularly vulnerable to this problem if you start out with a poorly conceived or misdirected integration strategy. Rest assured, there will be more than enough “impromptu management” and improvising called for even when your integration plans are carefully made.
Another major cause of misplaced priorities comes in letting yourself respond to the last pressure point. Obviously, there will be many things pulling at you, vying for your time and attention as well as company resources. Everybody has his or her own private agenda . . . each employee wants a part of you. Problems seem to pop up everywhere, making a fresh set of demands on a manager’s time. It’s easy to get “scattered.” Don’t make the mistake of . . .