Bob Hurley
Chairman, Beckman Coulter Japan

At Beckman Coulter we have a great deal of experience with mergers and acquisitions. In 2009 we acquired a large Japanese Diagnostics business.   This business had autonomous executive management in Europe, Japan, and North America.  As the executive responsible for the integration, I had and have a great sense of urgency for Beckman Coulter to realize the value targets.  This more than half of a billion dollar transaction is incredibly complex due to its size, international components, regulatory and competitive environment, and the senior management implications. 

I thought that Michael Brainard may be of assistance based upon his unique background and prior successes working with senior teams.  Michael has completed transactions as an internal executive, and his process orientation as a consultant offers a unique combination that is valuable in integration work.  We originally invited Michael to assess the combined businesses product portfolio.  As a part of this process Michael facilitated a series of meetings to develop an integrated product strategy and to develop a first pass rationalization of the combined R&D budgets.  As you can imagine there were executives wed to their products and products in development.  Our outcomes were fantastic in that the newly combined team made objective decisions that would not have been possible without Michael’s skills.  Michael then began to work with the new management team on their overall Mission, Vision, and Strategy.  This team is now partnering with Michael as an on-going strategic consulting partner to assist them with the many integration activities. I have also asked Michael to “do what he does” for our Japanese executive team and then to work with that team as they interface with other management teams around the world.

Michael’s unique background as a psychologist and a business development executive who completed transactions, his facilitation capabilities, as well as interpersonal skills and pragmatism helped our team and company to gain value that may not have been gained without him.

Testimonial:
Michael Brainard is uniquely talented, a friend, and someone whom I trust implicitly as a strategic consultant.  Please don’t write a book, Michael. We can’t have you go on the road and be unavailable to our business.

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Mergers & Acquisitions Integration

The financial aspects of a merger or acquisition are not the only considerations that make a transaction successful. People, Strategy, Structure, Process and Change Management Issues can make the difference between realized opportunities and unfulfilled expectations.

Because most mergers and acquisitions set off rapid change, a company that addresses cultural, organizational, and strategic structure issues up front will have a head start on gaining the competitive advantage and enhanced shareholder value it seeks.

Brainard Strategy can work with you to develop a comprehensive integration approach and plan. We work with you to:

• Facilitate the M&A team and senior management in identifying risks, clarifying processes, and developing objective measurement tools for use during the transition;
• Design processes during the transition phase to address staffing, severance, outsourcing, and employee support needs; and
• Quickly assess the impact on the customer/market and then to develop implementation plans for long-term strategy; including organization structure, processes, employees, and technology.

Our consultants have wide-ranging experience and can partner with you from the initial planning and due diligence stages through transition to create an integrated plan.

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Success Story

Challenge: A global pharmaceutical organization had acquired multiple mid-size biotechnology and pharmaceutical companies. The large organization was struggling with integrating the multiple companies and was facing issues of low morale, turnover, and resistance.

Action: We created a custom workshop that was conducted throughout United States and Canada. The workshop specifically addressed the issues employees were facing due to the large scale change and gave real life advice on how to deal with those issues. A communication channel was also included in the workshops, which created a medium for the organization to deliver current updates about the organization to the employees.

Result: Based on the workshop feedback, over eighty percent of the participants felt better able to deal with the large scale changes and felt better equipped to deal with the emotions they were experiencing. The large organization was very pleased with the result of these workshops and noted a significant increase in moral within the work environment.