1. Lack of Pre-Planning:
    When integrations fall short of their objectives, inadequate pre-close planning contributes to the failures more than half of the time.
  2. No Formal M&A Integration Strategy:
    Acquirers should define a clear integration strategy early and before their teams begin to develop plans.
  3. Failure to Prioritize Workstreams:
    Without prioritization, every workstream will be considered as important as the next, and it will be difficult to maintain focus on actions that will deliver the most value.
  4. Senior Leadership Void:
    The Integration Management Office (IMO) should report to a Steering Committee of C-level executives so integration work receives its due attention and unresolved issues have a defined escalation path.
  5. Weak Communication Planning:
    Communication is usually the worst managed aspect of integrations. People are often left out of the loop or receive mixed messages.
  6. Poor Synergy Program Management:
    Synergies should be validated, and then rigorously tracked and reported.
  7. Inadequate Resourcing
    Poorly resourced integrations take longer, cost more, delay synergy realization, and often burn people out
  8. No End-State Transition
    The process for handing off integration work (when the end state is reached) should be well defined and communicated ...

Slide titles:

Problem #1: Lack of Pre-Planning
#1: Lack of Pre-Planning
Problem #2: No Formal Integration Strategy
#2: No Formal Integration Strategy
Problem #3: Failure to Prioritize Workstreams
#3: Failure to Prioritize Workstreams
Problem #4: Senior Leadership Void
#4: Senior Leadership Void
Problem #5: Weak Communication Planning
#5: Weak Communication Planning
Problem #6: Poor Synergy Program Management
#6: Poor Synergy Program Management
Problem #7: Inadequate Resourcing
#7: Inadequate Resourcing
Problem #8: No End-State Transition
#8: No End-State Transition
Problem #9: Slow Organizational Planning
#9: Slow Organizational Planning
Problem #10: No Formal Feedback
#10: No Formal Feedback