Industries and Sectors With Experience and Client References:

Retailing and Consumer Brands/B2C

Books & media, car dealerships, consumer electronics, cosmetics, DIY chains, FMCG, furniture, healthcare, health food, optics, paint, pharmacies, supermarkets, transportation

Industrial Trade/B2B

Chemicals, electronic components/computers, health food, metals, pharmaceuticals, power, software, telecom (cell/mobile, M2M, RFID, alarm systems), trucks/buses


Aerospace, automation/robotics, automotive/engines, consumer appliances, defense, electronics/power electronics, marine electronics, packaging, pharmaceuticals, plastics, shipyards, tools, various subassembly segments

Process Industry

Chemicals, carton board, energy, fertilizers and agrochemicals, foundries, glass, mining, pulp & paper, steel & ferroalloys

Natural Resources

Oil & gas, alternative energy (incl. wind power, hydropower and CO2 capturing technologies), mining/minerals, fisheries (upstream/downstream)

Business Services

Advertising/media, banking/financial services, car/truck rental, catering, commodity & metals trading, construction, consulting, engineering, hospitals, ICT/IT consulting, ISPs, logistics, office supplies, packaging, printed materials, publishing, various outsourcing subsegments, real estate, recruiting, software, staffing, surface coating, telecom, transportation/logistics and buses


Extensive experience with public and multinational corporations, as well as with family-controlled entities. I also work extensively with startups, in particular with "go-to-market" strategies and early stage financing.

Contact me if you recognize yourself as being in one of the following situations:

Ketil A. Wig

Ketil Wig is the owner and managing partner of Remis AS. He previously developed and managed the niche advisory firm Rokade AS within M&A and post-merger integrations/turnarounds, which was acquired by KPMG in 2012. From 2013 up until August of 2015, he served as the head of M&A Service Lines at Deloitte Norway. His previous experience includes McKinsey & Co., Andersen Consulting/Accenture and a number of management-for-hire assignments in Norway and internationally. Ketil Wig holds a MSc. in Engineering degree in physics/computer science from the Technical University of Norway (NTH/NTNU) and an MBA from Stanford University. He currently works on corporate advisory assignments and as a board director. For more information, see Linkedin Profile.

Remis AS - Ketil Wig

Post-Merger Integrations (PMI): Synergy Capture and Cultural Integration

PMI (Post-Merger Integrations) represent a project domain characterized by non-obvious priorities and high-impact pitfalls. Consequently, PMI is more experience-correlated than other types of M&A projects – and quite different from the "financial analysis" parts of a regular M&A process.

Read this article on: Synergies and Poor Judgement.

The Need for a Balanced Approach to Post-Merger Integrations

In order to be successful, post-merger integrations need to focus on a balanced set of priorities – from hard-core synergies to the practical combining of two different corporate cultures. This "hard-soft" approach is critical in order to reduce acquisition risk. Failed acquisitions or mergers are typically explained by a lack of integration focus – with weak attention to organization and cultural issues as the most fundamental causes of failure. Why?

Synergy Capture vs. Cultural Integration

Synergy capture is an obvious focus area (but not a very challenging one to solve), requiring mostly an analytical skill-set. It is more difficult to handle the increased intricate issues related to organizational resistance and "us vs. them" attitudes; which are skill areas quite different from the "hard core finance" attitude found in many M&A project teams.

Consequently, a common tendency is to under-prioritize the issues of organization and culture as compared to synergy projects.
But the balancing act is critical!

The following illistration is taken from White Paper #1 which introduces 10 steps to a succesful post-merger integration project.

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Illustration: Ten Guidelines for Successful Post-Merger Integrations

For a full web version of this white paper, see the article: On Synergies and Poor Judgement. A shorter web version is provided in this LinkedIn article.

Special Requirements in Scandinavia

In Scandinavia, a balanced approach to integrations is of particular importance, since organizations are characterized by large degrees of autonomy and delegated decision making – and because employees demand attention to a broader set of issues than those typically found when executing mergers in other cultures.

Other Relevant Articles

Also read the separate articles on Strategy Implementation and the Lack of Results, on Developing High Quality Business Models; on Strategy and the Proper Use of M&A Tools, on Buy-Side M&A, on Sell-Side M&A, on Financial vs. Industrial Ownership, on Equity Based Financing of Start-ups, and on M&A Process Management.

See Download Center: White Paper #1: Post-Merger Integrations - About Synergies and Poor Judgment; White Paper #3: Strategy and Implementation - and the Lack of Results; White Paper #5: Buy-Side M&A (mergers and acquisitions); White Paper #6: Sell-Side M&A (divestitures, trade-sales and mergers); White Paper #7: Should You Choose Financial or Industrial Investors/Owners?; or White Paper #9: A 15 Step Recipe for Developing Your High-Quality Business Model.