Implementation: Consulting for strategy implementation
Insights generated during the pre- & in-deal phase are important components for promising strategies and their implementation.
We accompany our clients even after the deal or merger. We manage implementation projects in the PMI phase, identify synergies and create actionable concepts. We ensure that the prioritized strategies – whether value creation or cost efficiency through process optimization – are also successfully implemented. Our experts use best practice approaches in conjunction with individual company factors to lay the foundation for successful implementation – based on clearly defined KPIs, with a defined EBITDA contribution that is continuously tracked.
Value Creation Implementation
We help our clients define the implementation plan of previously created value creation plans or other strategic undertakings, ensuring maximum feasibility. We define a feasible roadmap taking into account the level of complexity and skill maturity of the available resources within the company or the need for external consultants. This results in the enablement of the company, with which the implementation can be carried out under minimum risk and maximum prospect of success.
Post Merger Integration (PMI)
As part of an investor’s buy & build strategy, the target is integrated as a portfolio company or merged with an existing company in a merger process. Not only financial or procedural synergy aspects have to be taken into account, but also cultural and communicative parameters as well as the personality of the top management. Findings from the deal phase are incorporated into the recommendations for action. We help our clients to make an integration or post-deal phase as risk-free and goal-oriented as possible by guiding them through this journey and readjusting if necessary. We steer the prioritized implementation projects or sit on the steering committee as a sparring partner.
A good quality operations landscape increases the identification of potential process optimizations and associated workflow and EBITDA improvements. Depending on the related industry of the company, the process design of the core processes, which plays a significant role for later recommendations, is analyzed and the maturity level of process automation is surveyed. Potential findings from an operational due diligence performed during the in-deal phase are extracted. In conjunction with the analysis of the operations typology, including a competitive comparison of the typology, concepts for process optimization are developed. The corresponding financial and process KPIs to be achieved are defined and continuously monitored and improved in the context of a PDCA cycle.