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Worldwide, companies face serious challenges in integration. Research reveals that more than 50% of mergers fail on account of lack of integration. However, Aegis has successfully integrated eleven companies and that too within a very short period of time. How did it achieve this? So, is there a science behind this or was it just getting eleven times lucky? (what makes for business innovation at Aegis) that allowed it to receive an award by Nasscom in enabling rapid integration of companies, cultures and creativity across continents.

The first mantra of integration is people. Services companies are passion factories, and deal with emotions ranging from ego to let go and dwell on the economic idea of need and greed of key stakeholders. When these two Es are aligned right, one can harness the benefit of collaboration, or else the merger lands up in conflict.

Therefore, the Aegis equation of integrating people business is C=E2, a kind of hind sight Einstein equation. Today, Aegis is an institution of many ideas, many dreams, led by many owners chasing many bigger dreams of building not only a great company, but also of creating one of the worlds most profitable BPO services with a global delivery model.

The three critical nuggets of an effective integration are approach, velocity or time to integrate, and collaboration of stakeholders.

A relatively low score in any of these areas leads to failure in managing mergers. Here goes a sneak preview of how Aegis tackles this.

The DNA
The DNA of Aegis integration strategy revolves around a hexagonal framework encompassing six facets. Its like a diamond, where each face needs to be cut right, in right proportion and right depth. The end result is a shining jewel that makes the string of diamondsa precious Aegis.

At the very beginning of the acquisition, the company decides whether the deal makes economic rationale for it. This is the key litmus test in its integration journey.

Policies dwell on right practices. The company doesnt come in as grooms in a marriage and ask the acquirer to behave like traditional brides and change everything. If they have something good, the company replicates them all across. Each acquisition gives new learning, tools and methodologies. Structure is the most critical part of integration as this forms the basis of anxiety. Who stays, who keeps the title and who moves on is decided and communicated well in advance. It is better to be upfront and that honesty reciprocates in behavior and allows to integrate effectively. Systems are non-negotiable business governance practices and tools that form the basis of our operations. Therefore, if Aegis uses SAP in accounting, then this is where every acquisition gets bolted on. So, no compromise.

Values and cultures reflect in the behavior and shared languages in corporations. These are built over time, over rituals, over recognition ceremonies, ultimately to create the pride. Aegis have built a vision that encapsulates an all inclusive mantra of happy people, happy customers and happy shareholders. It is agnostic to color and creed and is easy to understand for the rank and file across continents and cultures.

Last but not the least is the ability to integrate brands. It uses the mother brand Aegis to put wrappers around it and create new entities that keep the entrepreneurial spirit and yet embody the whole and soul of the parent organization. Therefore, Aegis has created many sub brands and identities that resonate the primary thinking in each of these acquisitions, and communicate them with sincerity and passion. For example, when it acquired a training company, it saw in the eyes of the foundersa dream to create history. It was called the Aegis Aspire team that has now gone global and trains thousands of people every month.

The Five 9s
Most integrations fail due to procrastination. Aegis ensures that there is integration of companies in a little over three months. As a marketing ploy there is the five 9s which means that action starts in nine hours from the D day or deal day through an organization announcement. This is followed by rolling out of KPIs in nine days, a nine week rigor to permeate the KPIs across all managers and a ninety-nine day drill of the new way of working and managing the Aegis way.

The journey of five 9s starts early on before closing the deal that articulates the plan from as is state to a to be state. So far, it has accomplished 80% of the to be state in most acquisitions in a little over three months.

Orchestra of Performers
Most integrations are bow tie eventsboth literally and metaphoricallya nice announcement, followed by bow tie cocktails and dinner, stakeholders shaking hands and a serious translation error.

Aegis realized that this ritual is prone to errors. Therefore, it changed the whole bow tie to recreate a star.

Here cross functional teams across both organizations create a common agenda, thus executing the integration plan. This brings quick learning, a sense of belonging and creates a collaborative culture.

As time moves on, it will continue to grow organically and through integrations, each integration being a symphonywhere the conductors of both companies create a harmony that is built on trust, fellowship, is economically rewarding and is musically brilliant!

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