What We Do
Mergers and acquisitions (M&A) transactions often fail to create the anticipated value or synergies, with failure rates ranging from 50% to 70%. After the deal stage, post-merger friction, lack of sustainable integration, or the misconception that post-merger integration (PMI) can be done as a side task can lead to the loss of potential that drove the merger or acquisition decision.
Extensive PMI preparation should begin no later than the signing date to ensure Day 1 readiness for the acquisition, followed by phased integration implementation. Our experience shows that initiating PMI planning during the due diligence phase yields the best results.
We advise CEOs and senior leadership, and work hand-in-hand with workstream teams to drive results and deliver on the deal value proposition. Our deep industry knowledge and collaborative approach help uncover key value levers, develop the target structure of the combined entity or joint venture, and accelerate impact — supported by extensive PMI playbooks to safeguard the process and unlock value.
Leveraging all companies of the Oliver Wyman group and our wider MMC business, our services also include HR planning, implementation, and branding. Over the years, we have supported a wide range of PMI across industries, from large prominent deals to helping mid-market champions realize their full potential.
What We Think
Who We Are