Post-Merger Integration Based on Practical Experience

A corporation had acquired a market leader with six locations in the DACH region. The integration failed: revenues stagnated, turnover increased and profits suffered significantly. A classic example of unused synergies — because acquisitions often don’t deliver the expected results within the desired timeframe.

In this case, through targeted actions on both fronts — smoothing exaggerated expectations, scaling back short-term demanded changes and firmly requiring results — a sustainable turnaround was achieved. The result: stabilization of the organization (turnover reduced by 50%), restoration of motivation and clear results (profit +5%) — in earnings, collaboration and trust.
Conclusion: Supporting an integration is always worthwhile and avoids wasting time and money.
Growth, but not sustainable?

A medium-sized company with long-standing market presence, an excellent reputation and a committed team had grown steadily over the years. But results lagged behind expectations — profitability continuously declined.
A classic example of the need for organizational realignment: clear interfaces, defined responsibilities and strengthened controlling, particularly for large projects.
Step by step the relationships became clear. Unprofitable offerings could be eliminated — and the company continued to grow, now on a profitable basis. EBITDA margin from 1.7% to > 5%.
Conclusion: An outside perspective quickly and effectively reveals optimization potential.

Unternehmensberatung Schweiz |  Organisationsberatung | Business Performance | Change Management | Post-Merger Integration Based on Practical Experience