Managing Director & Partner; Global Leader of Post-Merger Integration
Chris Barrett joined Boston Consulting Group in 2001 and now is a global leader in post-merger integration (PMI). Chris worked in the firm’s Los Angeles and Amsterdam offices before moving to the Dallas office. As a dedicated expert in PMI, Chris has worked with clients on many kinds of integrations: large and small, domestic and international, growth and cost driven. He has served clients in a wide range of industries—including medtech, pharmaceutical, retail, defense, and media—on work such as overall PMI program design and operation, cost and revenue synergies, operating-model and organization design, talent retention and selection, culture integration, and change management.
Chris believes there are 12 imperatives for success in any PMI project. The imperatives are grouped into three buckets: setting the direction, capturing the value, and building the organization. As a primary architect of BCG's PMI methodology, he continues to spearhead many merger integrations for clients around the world.
Before joining BCG, Chris worked at Andersen Consulting (Accenture) as a process consultant to clients in the telecommunications industry.
Transformation initiatives that go beyond the merger synergies of integrating two organizations are crucial to position the new company for outsize performance.
Companies that conduct transformations and do M&A at the same time, and do it with an evidence-based approach, can create significant value.
With a disciplined approach, merging companies can aim higher, achieve more, and realize postmerger synergies faster—and thus fulfill the true promise of integration.
Amid a wave of consolidation, A&D companies can maximize merger synergies and position the combined company for success from the moment the deal closes.
Cultural differences spring from behaviors as well as from values. Leaders who address these differences seriously and promptly are more likely to achieve a successful merger.
This report, the seventh in BCG’s series on PMI, examines the drivers of success that we observed across 25 integrations of consumer goods companies.
It is not enough to know how to integrate an acquisition. Organizations need to build their underlying capabilities in order to execute with confidence.