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.
  9. Slow Organizational Planning:
    Slow decision-making on organizational design leaves employees in limbo and damages productivity and morale.
  10. No Formal Feedback:
    Feedback from stakeholder groups should be captured to improve the integration process.








Slide titles:

#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