In March 2022, the international company completed the acquisition of the Polish company, which was followed by a two-year integration process. Challenges arose in terms of personnel and time capacities, experience and expertise, as well as the integration approach. This emphasises the importance to analyse the AS-IS process of the "Füssen" project to enhance future acquisitions at the international company of a similar size.

The analysis of the “Füssen” project is based on research on Merger and Acquisition (M&A) best practices and human decision-making behaviour, three interviews with M&A experts on their strategies and 13 interviews with members of the “Füssen” project team on their approach and lessons learned. In addition, sources include a feedback survey with the new Polish employees on the integration process as well as documents shared by the project team. The findings from the data sources are analysed in a discussion to develop TO-BE recommendations for future acquisitions at the international company.

The findings of the analysis offer the international company insights that can enhance future acquisitions and integrations. The recommendations suggest the importance of addressing knowledge gaps by involving both experienced and less experienced team members, as well as appointing M&A experts with international experience, if required. To attain sufficient capacity, it is recommended that stream managers with full availability should be appointed for the Post-Merger Integration (PMI) phase. Furthermore, it is important to facilitate personal integration, which can be achieved by appointing a cultural integration manager who identifies and addresses cultural differences and ensures individualised communication. To avoid delays, it is recommended that IT systems should be rapidly aligned using automated scripts. Overall, careful planning and realistic timeframes are essential for a successful integration. Additionally, effective risk management through detailed assessments and risk transfer to the integration team should be ensured. These recommendations aim to ensure smoother transitions and better results for the international company’s future acquisitions of similar size.