Situation
- $40M Ophthalmology & Specialty Eye Care Practice seeking to become a leading eyecare provider through geographical expansion via acquisitions
- Client was in the final stages of the deal process and had identified areas of risk to closing
- Required formalized integration management office to organize and prioritize pre-close, close, and post-close integration activities
- Communication pathways were not yet built to support the integration
- SLKone was hired to establish and support the Integration Management Office through a smooth integration of the two organizations
Bespoke Solutions
- Formal evaluation of integration planning to date, supported by the due diligence efforts, revealed a missing connection between strategy and execution
- Executed resource evaluation to determine go-forward organizational structure and alignment to planning process
- Developed and facilitated a Go/No-Go process, separating tasks that affect the decision to execute the deal versus tasks needed for integration
- Improved various processes to support capacity restraints
- Developed detailed integration project plan by function; as well as supporting tools, including:
- Formalized Risks / Mitigations
- Formalized Communication Plans / Processes
- Acquisition Checklist for Key Functions
Leading With Results
- Achieved a successful close and transition to post-close activities
- Improved communication process, to be more defined in both the timeline and strategy
- Acted as conduit between two organizations during initial phase
- Linked the two organizations through formalized pathways and processes
- Improved pro-active behavior; internal processes to get in order before close (anticipation of various changes / different plans)
- Successful cultural shift to Strategic Thinking; utilizing critical thinking versus task management