An American private equity firm had recently acquired an Italian global marine interiors' contractor specializing into both the refit and new-build segments. The Group also had a strong business in scheduled maintenance and spare parts. Headquartered in Italy with offices in Europe, the US and Asia and comprised of three recently merged companies, the Group is a turnkey solution provider delivering design, engineering, manufacturing, project management & installation, after-sales services and system upgrades to cruise ship operators and related segments. The Group was embarking on a business integration process.
The Group was facing unprecedented demand for its services. It was therefore critical that processes and systems were robust, effective and efficient, and that synergies could be realized to enable maximum focus on achieving the business plan targets. The processes and systems also needed to be scalable so as to accommodate further growth, both organic and in the future through additional M&A activity.
The mission for the Italian globalise Company was:
With the globalise managers driving the operation, cooperating with senior management and the financial advisors already involved in the project, the integration process was completed within the pre-established 6-month timeframe. In the process, certain disparities have been overcome: corporate culture, different policies and management of business processes, poor communication, resistance to change among the workforce, conflict in decision-making processes, as well as other typical organizational obstacles.