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By formalizing a few key integration strategies, you could effectively leverage the synergy of each new acquisition leading to sales, operations, and delivery benefits. Leveraging the synergy of rapid growth
E ven during these unprecedented times, Ardurra has been fortunate to grow from a staff of about 100 to more than 900 employees in less than five years. While this staggering growth is exciting, it also brings a host of challenges that our leadership both anticipated and developed strategies and business processes to address. These processes have allowed Ardurra to leverage the benefits of this rapid service growth and geographic expansion by proactively integrating each acquisition, while encouraging and rewarding collaboration.
Rick Cloutier, P.E.
Our growth has included both organic and acquisitive growth. Organic growth, while providing value to Ardurra’s clients, also provides ongoing opportunities to staff and maximizes shareholders’ value. Growth has also occurred geographically through the acquisition and assimilation of carefully selected partners. Acquisitive growth without organic growth often results in poor investments; organic growth without mergers may be too slow in the current consulting environment. This strategy of bringing together organic and acquisitive growth requires synergy. Synergy is defined as interaction or cooperation that gives rise to a whole that is greater than the simple sum of its parts. Synergy does not happen by itself and has been a carefully managed process within Ardurra and includes the following:
■ ■ Structured integration process for acquisitive growth. Ardurra has established an integration “team” that aligns each of our existing service areas with their counterparts in the new firm. Known as “initiatives” these specific focus areas include: human capital, accounting, information technology, marketing, sales, production, operations, and technical services. Each initiative has a champion from each firm who work together in a zippered approach to fully integrate within a three- to eight-month period. Together, they develop milestones and deadlines to fully integrate their particular area within the rest of the organization. Our synergy director, Rick Cloutier, guides us through the process and
Kart Vaith, P.E.
See RICK CLOUTIER & KART VAITH , page 10
THE ZWEIG LETTER APRIL 18, 2022, ISSUE 1437
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