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A merger or acquisition could be a powerful way to accelerate growth and extend reach by making use of new channels, customer segments, or other assets. By combining the retail presence of one company with another’s distribution channel it can result in an extensive range of products that caters to different age groups. It can also open up new market opportunities, such as by acquiring or merging with companies that operate in a specific geographic area.

Organizations that fail to manage M&A integration well risk destroying value by consuming too much time and attention. They could lose talented employees who feel disenfranchised by a new organization and decide to move on to pursue other opportunities. Poorly managed system migrations may also distract managers from their core business.

In M&A integration an error that is common is the desire to move acquired processes and systems too quickly to reap cost savings and other synergies. But doing this could cause major disruptions for customers and create a lot effort for no gain.

It is best to establish clear guiding principles and the degree of integration required to meet the requirements. Leaders can establish strong relationships with functional work stream leads as well as IMO to encourage transparency and accountability as well as communication about the program. It’s also crucial to establish a weekly schedule between IMO teams and the SteerCo to promote daily progress, escalate risks and solve issues. This will provide the IMO with the transparency and accountability required to implement the integration plan.

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