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How big is big enough for a sustainable specialty provider organization? The answer, which is a moving target, is ‘it depends”. The news of Amazon’s acquisition of One Medical has dominated the market news the past couple weeks (see Amazon To Acquire Primary Care Provider One Medical For Almost $4 Billion).
Once two provider organizations have decided to merge, the planning process is extensive—decisions and tasks that need to be accomplished before the actual merger date and the detailed plans for post-merger integration. In this article, I detail the key tasks and opportunities for the first component—the merger preparation phase.
“Merger Integration planning begins during due diligence.”
Now that you’ve decided to merge (see When Thinking Merger & Acquisition, First Think Strategy: A Best Practice Approach) and have completed the four to six months of pre-merger tasks (see Making Mergers Work: A Best Practice Model For Merger Preparation), it’s time to move on to the post-merger integration plan.
Provider organization mergers, acquisitions, and affiliations in health and human services show no signs of abating in the near term. The laser focus of these provider organizations is on the right strategy in evaluating affiliation opportunities, selecting the right partners, and implementing effectively.
When it comes to mergers and acquisitions (M&A), it’s easier to “do the deal” than it is to make the deal work. That was my takeaway from the session, Making Mergers & Acquisitions Work — Perspectives From Executives Post-Mergers, at The 2022 OPEN MINDS Mergers, Acquisitions & Affiliations Summit.
