Post-Merger Integration Office
Private Equity Portfolio Management
Technology Roadmap
Value Chain Analysis
Business Process Analysis
Business to Technology Transition
Technology Transformation Planning
Program Management Office
Start Up Services
Post-Merger Integration
Whether it be a merger, acquisition, divestiture or carve-out, once the deal is done there is a myriad of moving parts that need to be addressed quickly in order to achieve the expected returns. Per McKinsey, fewer than 20% of organizational redesigns fully deliver their targets in the planned time. GPG has two offerings for post-merger, the Post-Merger Integration Office (PMIO) and, a rather unique offering – Technology Roadmap Planning. For both of these offerings our advantages are:- All plans are customized and scaled per the customer’s situation. No two mergers are the same and GPG has the flexibility to address your firm’s specific resources and needs.
- We run our engagements with only experienced and proven professionals and only those that are needed for the situation – we do not train our staff at the customer’s expense.
Post-Merger Integration Office
GPG, along with its affiliate partners as needed, will help you achieve your goals through establishing a Post-Merger Integration Office to help articulate your goals, establish the playbook, and drive the integration to achieve success. Key people in the organization are typically stretched thin during an integration as you apply your best people to the task. By adding this GPG communications and program management layer, the time burden of your key resources will be minimized as they participate only where needed to provide guidance without needing to manage the effort at the same time.Private Equity Portfolio Management
GPG recognizes that Private Equity firms have more focus on acquisition than merger and hold a portfolio of independently managed firms. PE firms have a difficult challenge in that it can be very difficult to keep score and understand the healthiness of the portfolio. To address this situation, GPG has a combined program office/technology product offering to collect financial information for each of the firms and provide a consolidated view of portfolio performance.Technology Roadmap
Also note we have a unique technology offering as well for Post-Merger Integration to establish your technology roadmap for near-term and long-term planning. Technology is the engine for corporate efficiency and competitive advantage in the marketplace. Addressing technology planning upfront once the deal is signed will technology is aligned to your strategy. GPG works from corporate strategy to business process to technology without any gaps associated with varying perspectives and information requirements. As with all of GPG’s offerings, we differentiate by providing our business process offering using an approach that will easily transition to technology. With the point of view that all firms are technology firms in today’s environment, we establish your competitive advantage through close alignment between business operations and technology.Business Operations Transformation
Value Chain Analysis
For broader analysis of your firm, we would first identify the value chains within the organization to provide perspective as to which areas of the organization we need to focus on for improving efficiency and monetization. While the original value chain identified by Michael Porter has nine value chains, GPG evaluates based on 30+ individual value chains to pinpoint where focus is needed and to work at a more effective and manageable level.
As part of the value chain analysis, solution scenarios are developed for the selected chains with different possible courses of action (streamlining, growth, acquisition, technology enablement) along with the cost, benefit, and timeline of each scenario.
Where business operations will need to be realigned to the new approach, GPG has a Business Process Analysis offering as well to move forward to implement the solution.
Business Process Analysis
Our business process analysis offering picks up where the value chain offering left off. This entails the use of proven and industry best-in-class methods to model business operations in a manner independent of the existing organizational structure and processes. Efficiency is gained through a reduction in activities and hand offs, along with an increase in knowledge and information management.
For transformation engagements, even new technology implementations, some level of Business Process Analysis is incorporated into the plan. Experience has shown that an insufficient understanding of business operations impact leads to disconnects and dissatisfaction. Also, at times, business operations need to adapt to the technology such a Software as a Service (SOS) or packaged solutions.
Business Process to Technology Transition
As has been mentioned before, GPG has an approach that will effectively transition from the output of the Business Process Analysis into Technology Requirements. Often companies are not only transitioning business process, but are also introducing a new vendor or team to handle the technology development. GPGs Business Process methodology has been created with technology transition in mind throughout the analysis. The deliverables will easily transition in technology requirements whether they are captured through Agile stories, object-oriented cases, or any other technology approach used in the industry.