In the course of an increasing consolidation of the banking market, it is to be expected that the number of mergers/acquisitions will increase significantly in the coming years. Smaller (private) banks in particular do not have the critical mass to be able to generate sufficient returns in the long term. Increasing pressure on margins due to rising costs on the one hand and declining earnings on the other hand lead to important PMI (Post Merger Integration) projects in the wake of M and A (Mergers and Acquisitions) transactions, which lay the foundation for future success of the new organisation.
However, a large proportion of M and A transactions fail or do not lead to the expected results. To avoid this, a client asked Consileon to use their self-developed, tried and tested PMI framework with a clear, structured and targeted approach
Project approach:
- Identification of key business requirements
- Definition of PMI strategy and development of new organisational structure
- Elaboration of the future IT organisation and associated IT strategy
- Definition of future products and services
- Identification and prioritisation of potential integration/synergy initiatives
- Execution, monitoring and measurement of the process to implement the integration/synergy initiatives
- Transfer of the new organisation into the daily business (“playbook”)
