The traditional program management office (PMO), which focuses on process, is not well suited to handle the disruptive change needed to achieve breakthrough value in a merger. Instead, we recommend establishing a decision management office (DMO) – reporting directly to the CEO, a steering committee staffed with the combined company’s top performers is created and operated as a highly empowered vehicle to realize and deliver deal value. We do not believe process management is the primary focus of the integration effort. Our high-level approach to establishing and driving a DMO is described below:
The DMO’s goal is to drive decisions across functions, BUs and regions at a pace faster than either merging entity is used to.
The DMO’s goal is to drive decisions across functions, BUs and regions at a pace faster than either merging entity is used to.
Figure: 3HA approach to establishing a decision management office