Even the most carefully planned acquisitions by the most sophisticated buyers can fall short if the execution is thrown off at the start. When combining the operations of complex, far-flung organizations across processes and borders, and managing the transition of people, contracts, and systems, thousands of things can go wrong—and frequently do.
But the C-suite can now use real-time data and new approaches to detect performance from Day 1 through the initial “hypercare” period. This enables management to detect problems across functions and business units sooner, anticipate where new challenges may arise, and intervene before the deal value is compromised.
This approach, which we call “ramp up to value,” allows acquirers to begin tracking and delivering value immediately after close—a period when traditional operational KPIs simply can’t reveal what’s happening on the ground. By the time transition issues appear in monthly or quarterly reports, minor glitches may have grown into major sources of value loss.