- 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.
- No Formal M&A Integration Strategy:
Acquirers should define a clear integration strategy early and before their teams begin to develop plans.
- 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.
- 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.
- Weak Communication Planning:
Communication is usually the worst managed aspect of integrations. People are often left out of the loop or receive mixed messages.
- Poor Synergy Program Management:
Synergies should be validated, and then rigorously tracked and reported.
- Inadequate Resourcing:
Poorly resourced integrations take longer, cost more, delay synergy realization, and often burn people out.
- No End-State Transition:
The process for handing off integration work (when the end state is reached) should be well defined and communicated.
- Slow Organizational Planning:
Slow decision-making on organizational design leaves employees in limbo and damages productivity and morale.
- No Formal Feedback:
Feedback from stakeholder groups should be captured to improve the integration process.
#1: Lack of Pre-Planning
#2: No Formal Integration Strategy
#3: Failure to Prioritize Workstreams
#4: Senior Leadership Void
#5: Weak Communication Planning
#6: Poor Synergy Program Management
#7: Inadequate Resourcing
#8: No End-State Transition
#9: Slow Organizational Planning
#10: No Formal Feedback