Mergers and acquisitions (M&A) oftentimes represent significant milestones and changes in risk profile for an organization and require substantial financial and operational resource commitments to properly execute. Given the importance of these transactions, companies can spend much thought and effort on the financial side of the deal, including performing due diligence analyses, identifying synergies, and planning for systems integration.

What may be overlooked, however, is the importance of the
processes and internal controls required to effectively assess, record, and integrate the acquired company into the overall financial structure — let alone evaluate its culture and organizational fit.

This session will provide a thoughtful approach to avoiding some of the usual acquisition-related speed bumps that can help an organization effectively and efficiently assess, account for, and integrate a new organization into the existing business and internal controls program.