Case Study: M&A Product Development Process Integration

Issue

A Fortune 500 company acquired another company, and they had diametrically opposed business models
Expectation was to achieve new innovation and rapid growth
Problem was to meld the two organizations to achieve these benefits
Each organization had unique processes that were incompatible
Skill set and capabilities of acquired organization not understood

Designed and simultaneously implemented a common PD system based on best practices, and aligned with the future direction of the new merged organization
Worked side by side with our client leading and providing ‘real-time’ training to executives and PD teams
Created a portfolio management system that ensured the appropriate prioritization of PD projects
Established a system for sustaining a pipeline of new product ideas

The senior leadership was actively involved and fully committed to the engagement
Assessed both organizations using the s2m Product Development (PD) Elements model to leverage existing practices and to identify gaps
Executive teams focused on strategic decisions that drive the efforts and focus of the new PD system and teams
Defined roles and responsibilities and expectations for the PD members that eliminated confusion and conflict
Coached Product Managers on PD strategy development and execution of product and technology roadmaps
Body of Knowledge made the system sustainable
The portfolio management system provided the transparency required for optimizing resources

Client exceeded its first quarter goals by 43%
The senior leadership and project team members established a working relationship based on respect and trust
Team building brainstorming session resulted in four new products that they launched successfully
The process is sustainable and is still executed within the organizations
Other divisions within the organization leveraged the process