Services
Audit & Assurance
External, internal and joint venture audit services
Business Advisory
Management accounts, strategic planning, profit improvement, ESG
Corporate Finance
M&A advisory, selling a business, fundraising, valuations, due diligence
ESG
Baseline assessments, materiality assessments, carbon footprint and sustainability reporting
Hotel Accounting
Accounting function, automation, daily reconciliations and dashboards, accounts payable
Payroll & Employment
Payroll, global mobility, employee benefits, employment taxes
Private Clients & High Net Worth Individuals
Tax planning & compliance, tax residence and domicile, trust planning
Restructuring & Recovery
Business rescue, liquidations, administrations, insolvency, debt recovery
Tax
Corporate tax, customs duty, VAT, R&D, tax investigations, international tax
Virtual Finance
Bespoke service providing real-time information about your business performance
More from AAB
AAB PEOPLE
Full-service people consultancy – human resources, learning and development
AAB WEALTH
Financial planning, cash flow modelling, retirement planning
AAB Consulting
Business consultancy helping organisations with the challenge of change
Sectors
Business Services
Professional services, medical, recruitment and media
Construction & Property
Property developers, construction companies, housebuilders, landlords
Energy
Renewables, clean energy, energy producers, energy transition, exploration and production
Family Business
Specialist support for businesses owned/managed by families
Food & Drink
Food & drink producers, processors, importers, wholesalers and retailers
Industrial
Engineering, manufacturing, aerospace, automotive, shipping, distribution
Leisure, Retail and Hospitality
Fashion, entertainment, activity centres, hoteliers
Not For Profit
Charities, social housing, higher and further education institutions
Public Sector
Government, non-departmental public bodies, health boards, ALEOS
Technology
Software companies, tech start-ups, cybersecurity firms, and AI innovators.
About
AABout Us
Our story
Our Team
Meet the specialists
Careers
Join the AAB team
Diversity & Inclusion
Building a business where everyone feels they belong
Growing Sustainably - ESG
ESG – Our commitment to building a sustainable business
News
Latest news from across AAB Group
AABIE
AAB charitable initiative
AAB Wealth expands presence in Central Scotland with acquisition of Synergy Financial Planning
Insights
Blogs
Stay informed with cutting-edge news for business growth. Our experts offer industry insights and invaluable advice on accountancy and business strategies.
Case studies
Explore insightful case studies tailored to specific industries, offering invaluable lessons and strategies for success.
Webinars & Events
Engage with dynamic webinars and events tailored to your interests, offering valuable insights and networking opportunities.
ESG Diligence: The Key To Sustainable M&A Transactions
AAB / Blog / Integrated Business Planning
BLOG8th Apr 2016
When two businesses are brought together through a merger or acquisition, central to the success and combined potential of the new entity is an effective and realistic Integrated Business Plan.
This begins from the very top of organisations where leaders need to develop and define a unified purpose, set of values and strategy that can be implemented for the combined group from day one.
Planning and preparation
Do you know what the goals of the new combined entity are? What is the timeframe for meeting these goals? Advanced, realistic planning and preparation prior to the period of transition will pay dividends once the process is underway. Seek early agreement on what the goals are during an agreed integration timeframe, but be cautious not to allow integration process and activities to take over the successful running of day-to-day operations of the business. There must be a balanced management plan to address and mitigate conflicting demands, activities and processes.
Integration stakeholder groups and communication
There will be multiple levels of stakeholder involvement in integrated business planning activities. Identifying the appropriate stakeholder groups and what the communications plan will be is an early priority. This would detail what messages need to be delivered to particular stakeholder groups and when. A good communications plan will include initial and regular communication often starting in the pre-integration transaction stage – and carrying through to all stages or milestones in the integration process.
Establish an integration team
As with any change management project, establishing an integration team to disseminate ownership of tasks, accountability and responsibility is very important. A well balanced team built with leaders from both organisations will avoid creating a “them and us” culture, and will promote credibility, visibility and consistency. Where there is an imbalance in numbers of leaders from either organisation, pair up an experienced leader with a step-up leader.
This not only creates joint-ownership, but begins to develop key functional relationships and knowledge transfer between the two organisations.
Project and workflow
What are the priorities for integration and what is the timeframe? Set these expectations from the outset by developing a robust but realistic project plan and workflow process. Define a schedule and clearly map out objectives, tasks, deliverables, accountability, milestones, dependencies and interdependencies. Appoint relevant team leaders for particular workflows and involve them from the outset to identify quick wins and create champions. Visibility and transparency throughout the integration team are vital here.
Immediate key considerations
A well thought-through plan will deliver business integration objectives, but what are the key considerations that need to be addressed from the outset? These are often people-based and may include awareness and definition of cultural differences between each organisation. Addressing this early on allows it to link back to the shared values to be implemented from the outset. Another key people area may be how the new organisational design might look and to what extent change is required. Central to these people based considerations is communication. The communications plan along with a system for two-way dialogue needs to be robust and comprehensive enough to handle this whilst providing answers and understanding to major concerns, objectives, purpose, values, vision and strategy.
The management consulting team at Anderson Anderson and Brown LLP (AAB) have extensive management consulting and corporate finance expertise which can assist clients with integrated business planning. For more information, please contact Alasdair on +44 (0)1224 625111 or at alasdair.green@aab.uk