cost optimization - Blog - Global Risk Community2024-03-29T12:20:17Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/cost+optimizationCollaborative Planning Methodology (CPM) of the Federal Enterprise Architecture Framework (FEAF)https://globalriskcommunity.com/profiles/blogs/collaborative-planning-methodology-cpm-of-the-federal-enterprise-2021-09-22T10:00:43.000Z2021-09-22T10:00:43.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;"><a href="{{#staticFileLink}}9595419074,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9595419074,RESIZE_400x{{/staticFileLink}}" alt="9595419074?profile=RESIZE_400x" width="295" height="239" /></a>Business and technology resources are aligned using <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/business-toolkit/enterprise-architecture">Enterprise Architecture (EA)</a> in order to achieve strategic results, improve organizational performance, achieve <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/business-toolkit/cost-optimization">Cost Optimization</a> and Operational Excellence, and guide departments to fulfill their central missions more efficaciously.</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Federal Enterprise Architecture Framework (FEAF) does that for any U.S. federal agency and helps systems transcend interagency boundaries.</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Planning is one of the most important elements for bringing about change in an organization, if not the most important. Planning methodology for the Federal Enterprise Architecture Framework is called Collaborative Planning Methodology (CPM).</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Collaborative Planning Methodology is the next-generation successor to Federal Segment Architecture Methodology (FSAM).</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Collaborative Planning Methodology encompasses 2 phases and a total of 5 steps under these phases:</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;"><a href="https://flevy.com/browse/flevypro/feaf-collaborative-planning-methodology-5858" target="_blank"><img class="align-full" style="padding:3px;" src="https://flevy.com/blog/wp-content/uploads/2021/09/Slide-Deck-image-FEAF-Collaborative-P-M.png?profile=RESIZE_710x" alt="Slide-Deck-image-FEAF-Collaborative-P-M.png?profile=RESIZE_710x" width="600" /></a></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;"><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;">Organize and Plan</span> phase lets planners facilitate partnership between sponsors and various stakeholders in order to ascertain and prioritize requirements, explore other organizations with same needs, and devise plans to tackle the stated requirements.</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;"><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;">Implement and Measure</span> phase has the planners in assist role to other key personnel working to implement and monitor change related activities by supporting investment, procurement, implementation, and performance measurement actions and decisions.</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Each step under these 2 phases has a number of activities that need to be completed in order to obtain the outcome for that step. There are regular and essential iterations within and among the phases even though the phases have been displayed as successive. Let’s discuss the key steps of the methodology in detail.</p><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;">1. Identify and Validate</span></strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">The objective of the 1<span style="margin:0px;padding:0px;border:0px;font-size:11.25px;vertical-align:baseline;background:0px 0px;line-height:0;position:relative;top:-0.5em;">st</span> step is to ascertain what is required to be attained, comprehend the main drivers for change, and afterwards delineate and prioritize the goals with stakeholders and operational staff.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Key outcomes of the step include:</p><ul style="margin:0px 0px 15px;padding:0px 0px 0px 30px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;list-style:none;font-family:Georgia, serif;"><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Identified and validated needs.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Overarching set of performance metrics.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Determination of who (governance) will ultimately oversee and approve recommended changes to meet those needs.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></li></ul><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;">2. Research and Leverage</span></strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">The aim of this step is to detect organizations and service providers who have already fulfilled or presently have requirements similar to those identified in Step 1. This necessitates studying their experiences and outcomes in order to discover if they can be used and leveraged or whether an alliance can be created to fulfill the needs together.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Key outcomes of the step include:</p><ul style="margin:0px 0px 15px;padding:0px 0px 0px 30px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;list-style:none;font-family:Georgia, serif;"><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Clear grasp on the experiences and results of other organizations.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Determination by sponsors regarding applicability, usage of experiences of other organizations or formation of partnerships if the other organization is also planning to fulfill similar needs.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Detailed analysis of alternatives.</li></ul><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;">3. Define and Plan</span></strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">The purpose here is to form the integrated plan for the alterations essential to fulfill the requirements determined in Step 1.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Key outcomes of the step include:</p><ul style="margin:0px 0px 15px;padding:0px 0px 0px 30px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;list-style:none;font-family:Georgia, serif;"><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Sponsor and stakeholders hold an integrated set of plans and articles outlining what is to be done, when is it to be done, what benefits will be achieved and when, and a projected cost.</li></ul><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;">4. Invest and Execute</span></strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Point of this step is to carry out investment decision and effect the changes as delineated in the Integrated Plan produced in Step 3.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Key outcomes of this step include:</p><ul style="margin:0px 0px 15px;padding:0px 0px 0px 30px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;list-style:none;font-family:Georgia, serif;"><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Clear funding strategy and a decision to approve the investment of required funds.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Implementation of recommendations for tackling the identified needs.</li></ul><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong><span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;">5. Perform and Measure</span></strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Objective of this step is to execute operations and measure performance outcomes against established metrics. The recently applied changes are leveraged by the organization in Performance Management.<span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;"> </span></p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Key outcomes of this step include:</p><ul style="margin:0px 0px 15px;padding:0px 0px 0px 30px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;list-style:none;font-family:Georgia, serif;"><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Performance outcomes gauged against pre-determined metrics.</li><li style="margin:0px;padding:0px;border:0px;font-size:15px;vertical-align:baseline;background:0px 0px;line-height:21px;color:#333333;list-style-type:disc;">Production of significant outcomes e.g., feedback into planning with the view to making more adjustments in addition to what was implemented in Step 4.</li></ul><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">Interested in learning more Collaborative Planning Methodology, its salient features, and the key activities in each step? You can download <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/browse/flevypro/feaf-collaborative-planning-methodology-5858">an editable PowerPoint on <span style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;font-weight:bold;">Collaborative Planning Methodology </span>here</a><u style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;"> </u>on the <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3 style="margin:0px 0px 0.5em;padding:0px;border:0px;font-size:20px;line-height:1.5em;font-family:Arial, sans-serif;vertical-align:baseline;background-position:0px 0px;color:#222222;"><strong>Do You Find Value in This Framework?</strong></h3><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-size:15px;line-height:21px;font-family:Georgia, serif;vertical-align:baseline;background-position:0px 0px;color:#333333;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/pro/library">FlevyPro Library</a>. <a style="margin:0px;padding:0px;border:0px;vertical-align:baseline;background:0px 0px;color:#001a66;" href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote style="margin:0px;padding:10px 20px 10px 50px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;position:relative;color:#444444;font-family:Georgia, serif;"><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote style="margin:0px;padding:10px 20px 10px 50px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;position:relative;color:#444444;font-family:Georgia, serif;"><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote style="margin:0px;padding:10px 20px 10px 50px;border:0px;font-size:13px;vertical-align:baseline;background-position:0px 0px;position:relative;color:#444444;font-family:Georgia, serif;"><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p style="margin:0px 0px 1.2em;padding:0px;border:0px;font-style:italic;font-size:15px;line-height:21px;vertical-align:baseline;background:0px 0px;color:#333333;">– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>Post-Merger Integration Synergies: 6 Strategieshttps://globalriskcommunity.com/profiles/blogs/post-merger-integration-synergies-6-strategies2021-03-13T11:42:06.000Z2021-03-13T11:42:06.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><div class="entry"><p><a href="{{#staticFileLink}}8662133692,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}8662133692,RESIZE_400x{{/staticFileLink}}" alt="8662133692?profile=RESIZE_400x" width="297" height="167" /></a>A significant number of Mergers remain unsuccessful, because companies do not employ a thorough and disciplined approach to realizing Post-Merger Integration Synergies. In reasons for failure, we hear remarks like:</p><ul><li><span style="font-size:14pt;">Targets were set several months earlier by the top management without consulting the line managers, or taking ground realities into consideration.</span></li><li><span style="font-size:14pt;">Assumption base for setting targets was untested.</span></li><li><span style="font-size:14pt;">Targets were met but the timeframe for achieving them made them ineffective—in terms of diminished returns, shareholder disappointment, or depressed share value.</span></li><li><span style="font-size:14pt;">Desired Synergies were achieved but at a very high cost or fairly weakened morale.</span></li></ul><p>A disciplined and rational approach to pursuing Merger Synergies is key to successful Post-Merger Integration (PMI). Companies that authenticate and set pragmatic yet ambitious Post-Merger Integration Synergy targets do the following to exceed targets and achieve substantial share price premium and a significant <a href="https://flevy.com/business-toolkit/competitive-advantage">Competitive Advantage</a>:</p><ul><li><span style="font-size:14pt;">Advise Integration Leaders on how to aim high.</span></li><li><span style="font-size:14pt;">Give managers—responsible for achieving targets—a say in target-setting process.</span></li><li><span style="font-size:14pt;">Create detailed plans with built-in accountabilities.</span></li><li><span style="font-size:14pt;">Pursue their targets aggressively.</span></li></ul><p>Successful PMI Synergies—be it in <a href="https://flevy.com/business-toolkit/cost-optimization">Cost Optimization</a>, <a href="https://flevy.com/business-toolkit/strategic-sourcing-src">Strategic Sourcing</a>, Greater Revenues or any other Cost or Revenue realm—have the common characteristic of leaders pursuing synergies with speed, rigor, discipline, and pragmatism with lots of analysis, planning, preparation, and fine-tuning before the close.</p><p>Success can be ensured time and again if the 6 Strategies for Post-Merger Integration Synergies are followed to the letter:</p><ol><li><span style="font-size:14pt;"><strong>Link Due Diligence (DD) and Post-Merger Integration (PMI)</strong></span></li><li><span style="font-size:14pt;"><strong>Leverage Clean Teams</strong></span></li><li><span style="font-size:14pt;"><strong>Establish Stretch Targets</strong></span></li><li><span style="font-size:14pt;"><strong>Rapidly Iterate to Targets</strong></span></li><li><span style="font-size:14pt;"><strong>Pursue Both Revenue and Cost Synergies</strong></span></li><li><span style="font-size:14pt;"><strong>Institute Performance Management</strong></span></li></ol><p><a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-6-strategies-for-synergies-5542"><img class="aligncenter size-full wp-image-8856" src="https://flevy.com/blog/wp-content/uploads/2021/03/Slide-Deck-Image.png" alt="" width="707" height="531" /></a></p><p>Implementation of the 6 Synergy Strategies involves adopting High-Engagement and Rapid Iteration approach which yields effective Stretch Target Validation and High Level of Line Accountability.</p><p>Let us delve a little deeper into 2 of these PMI Synergy Strategies.</p><h3><span style="font-size:14pt;"><strong>Link Due Diligence (DD) and Post-Merger Integration (PMI)</strong></span></h3><p>Linking DD to PMI ensures realistic estimates on part of the DD team thus avoiding formulation of broad-brushed and imprecise Synergies. Linking also guarantees greater amount of ownership and accountability at the same time enabling more compelling Stretch Targets. Linking of DD to PMI is necessary because:</p><ul><li><span style="font-size:14pt;">Under pressure to complete the M&A, <a href="https://flevy.com/business-toolkit/due-diligence">Due Diligence</a> teams frame assumptions with little knowledge of the levers influencing Synergies or the challenges involved in achieving them.</span></li><li><span style="font-size:14pt;">Due Diligence teams typically project more value in <a href="https://flevy.com/business-toolkit/cost-reduction">Cost Reduction</a> and enhanced Revenues based on erroneous assumptions—without taking into account either the Operating Model (of the former entities and the freshly created one) or the difference / overlap in Customer Base.</span></li></ul><p>Successful Mergers ensure a harmonized hand-off from Due Diligence teams to Integration Planning teams by ensuring the following:</p><ul><li><span style="font-size:14pt;">Placing members of the Mergers and Acquisition team on the Post-Merger Integration (PMI) team to produce a greater degree of ownership and continuity.</span></li><li><span style="font-size:14pt;">Involving Business Unit Heads in target setting at the Due Diligence stage and ensuring ownership and accountability.</span></li><li><span style="font-size:14pt;">Linking of Due Diligence and PMI to enable setting of more profound Stretch Targets.</span></li><li><span style="font-size:14pt;">Analyzing and detailing drivers of saving at a high-level for creating Synergy Targets and Ranges which make later improvements possible based on subsequent information. These targets and ranges enable evaluation of potential gains from new company’s Operating Model.<strong> </strong></span></li></ul><h3><span style="font-size:14pt;"><strong>Leverage Clean Teams</strong></span></h3><p>Clean team is an independent group that is tasked with the collection and analysis of sensitive company data—pre-closure—with the guidance of management. Clean team may comprise of third-party members or employees who can be reassigned out of business in case of deal failure eradicating the risk of compromising confidential information. Clean team is formed by legal contract based on protocols agreed to by both company’s legal departments. Clean teams help by:</p><ul><li><span style="font-size:14pt;">Accelerating PMI planning.</span></li><li><span style="font-size:14pt;">Enabling the acquiring company to have a clearer picture of the target company without violating anti-trust regulation or confidentiality agreements.</span></li><li><span style="font-size:14pt;">Assessing risks and enabling companies to achieve Synergies faster.</span></li><li><span style="font-size:14pt;">Keeping sensitive information of both sides safe—pre-closure—yet embark on planning and preparation even before close in order to save precious time and keep customer confidence high.</span></li><li><span style="font-size:14pt;">Aiding companies accomplish 3 core integration activities before closing—compiling wide-range baseline data, vetting Synergy targets, and preparing options for key decisions.</span></li><li><span style="font-size:14pt;">Empowering companies to avoid / diminish confusion caused by overlap in client assignments and sales people.</span></li><li><span style="font-size:14pt;">Assisting provision of clear information to customers regarding products and services thus avoiding drop in sales.</span></li></ul><p>Interested in learning more about the 6 Strategies for Post-Merger Integration Synergies? You can download an <a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-6-strategies-for-synergies-5542">editable PowerPoint on <strong>Post-Merger Integration (PMI): 6 Strategies for Synergies</strong> here</a> on the Flevy documents marketplace.</p><h3><span style="font-size:14pt;"><strong>Want to Achieve Excellence in Post-merger Integration (PMI)?</strong></span></h3><p>Gain the knowledge and develop the expertise to become an expert in Post-merger Integration (PMI). Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/post-merger-integration">Click here for full details.</a></p><p>M&A is an extremely common strategy for growth. M&A transactions always look great on paper. This is why the buyer typically pays a 10-35% premium over the of the target company's market value. </p><p>However, when it comes time for the Post-merger Integration (PMI), <em>are we really able to capture the expected value?</em> Studies show only 20% of organizations capture projected revenue synergies and only 40% capture cost synergies. 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