The greatest impediments to bank merger are cultural differences. IT and operational integration can only proceed once all leaders and participants truly believe and common goal. A solid plan for executing this is foremost and too important to be ignored.
A successful merger is one that delivers a higher rate of return to the acquirer within a reasonable period of time. Paying too much for a takeover usually forces the
acquirer to rush the integration process and will not eliminate excess costs. The result will be a negative impact on its own shareholders. In these particular undertaking, haste frequently leads to costly mistakes.
IDOM will prepare detailed integration work plans and performance milestones that will track integration progress.