1. Acquired? Now What? Bill Decker Vice President & General Manager
Equipment & Services Group

2. Overview
Actually achieving synergy
Value of strategic partnerships

3. (Harvard Business Review)
Between 70 & 90% of Mergers and Acquisitions fail to deliver the anticipated return on investment.
(Harvard Business Review)

4. Achieving Synergy
Does = 1 ½, 2, or 4
Starts with strategy
Does everyone understand why the acquisition/merger makes sense?
Is the leadership team actually leading the change?
Don’t lose sight of people
Effect on company culture

5. Achieving Synergy
Messaging
How are you communicating and how often
Remote employees are equally critical or more in the process
Customer and employee feedback is crucial
Managing change
M & A will change both companies. Embrace the positive
Increase training and balance workload
Retain top talent by listening
Be willing to adjust priorities without compromising values

6. Strategic Partnerships
Option to Acquisition
Expands product or service offering
Expands geographical footprint
Secures supply chain
Enhance R & D efforts
Advantages
Can shorten time to launch
Acquire specialized skills quicker
Definitely lower cost compared to acquiring a company
Could be a trial run
Risks
Less Control
Communication is still critical and can be more difficult
Values/Culture

7. Keys to Success
Leaders must lead
Communicate, communicate, communicate
Embrace the new culture and develop new process
Don’t lose sight of the people or the customers
Training must be a priority
Assess and correct course early and often
Have fun