Mergers are exceptionally complex, very risky and time-consuming. From the first minute - from the early contact and negotiation discussions at board or committee level, they require a business strategy and organisation promising success to be found, and building of a “golden bridges” all the way through to public relations work and the joining of different business structures and cultures. Whoever has supported that successfully as a consultant - in more than two hundred banks and Sparkassen - from the local bank through the medium-sized regional institute, up to the international conglomerate group - must have special qualities. The best thing is to see for yourself and be convinced!
We have been working together with 4P for many years and have done many demanding challenges and mergers together. 4P has always been our partner in this respect - this is where we get our “real” implementation support from the first discussions and negotiations to the joining of the businesses. And everything customised for our needs - no 08/15 services off the shelf. The long cooperation with 4P resulted on one hand, in the success of the bank, and on the other hand, a very personal and trusting connection.
Of course, bundling and merging forces within one region is very exciting: A chance for new structures, long-needed optimisations and a clearer, sharpened profile in the market. And exactly that’s the risky part - it doesn’t necessarily suit everyone. With professional and experienced consultants, unnecessary and painful experiences can be avoided. For this reason, 4P is our first-class supporter!
If two cooperative banks with 2.5 billion Euro balance sheet total each merge, then it becomes clear early on: Even just seeing “eye to eye” is a special challenge. Not only because the merger of an AG and an eG had special requirements - together with the new bank, the largest Volksbank of Baden-Württemberg was to be created, with more than 1000 employees. We found a real support in our undertaking with the partners from 4P - no matter whether in project management, sales, or HR topics. Exactly when it’s “people storming” and the different cultures clash, 4P was always able to unite the opponents. The 4P team always succeeded in keeping the board and works council moving forwards together before and during the merger, with one view internally and externally.