Step 10: Execute Acquisition Integration Plans (Includes Day 1 Plans)

Post-Acquisition Integration

An acquisition integration is the consolidation of all or some of the acquired organization into the acquirer's business. While the integration may be a collaborative, team effort with the acquired organization, the acquirer typically has the final say on decisions.

post-acquisition integration strategy defines an integration’s goals, priorities, assumptions, measures, non-negotiables, and the extent and timing of the integration of an acquired organization. Before close and pivoting to the execution of the integration, an acquirer should have clearly defined the integration strategy and at a minimum, developed Day 1 and Day 30 detailed plans. Timely implementation is predicated on being ready to roll on day 1.

In-depth planning prior to close creates the momentum to integrate and increases the odds an acquirer will cover a lot of ground at a fast clip in the first 100 days.

In this step, we provide acquisition integration best practices, playbooks, articles, and presentations that will help you:

  • Execute your post-acquisition integration plans expeditiously
  • Communicate effectively to stakeholders on Day 1 and thereafter
  • Achieve early wins

Plus, we offer tools that will help you track:

  • Results against plans
  • Synergies and milestones achieved to date
  • Activities to be completed
  • Unresolved issues

We also cover how to close out your Integration Management Office and transition any remaining long tail integration activities to business line leaders.

Acquisition Integration Best Practices

Announcement of Acquisition to Customers, Employees, and Vendors

M&A: Employee Questions and Answers

M&A Day 1

Acquisition Integration Post-Day 1

Post-Merger Termination and Survivor Meetings

Post-Merger Termination and Survivor Meetings


  • Communications for April/May
  • Termination Impact Matrix
  • Business Rationale for Termination Actions
  • WARN Act (Worker Adjustment & Retraining Notification Act) – Fresno only
  • Previous Severance Packages
  • Current Severance Packages
  • Termination/Survivor Meetings by Site
  • Email Invitations to Meetings
  • Support Materials for Conducting Termination/Survivor Meetings
  • Separation Package Contents
  • Site Meetings to Follow Earnings Call
  • Script for Conducting “Keepers” Meeting

Business Rationale for Termination Actions

  • During a recent two-day meeting, our Executive Team reviewed our customers, competitors, product portfolio, market opportunities, sales forecasts, and costs.
  • In general, our business is in good shape and growing, despite some very difficult market conditions. We continue to be a market leader. We are convinced that the merger has helped us maintain this leadership position in our highly competitive market.  However, to remain in alignment with our forecasts for the year, it is imperative that we cut operating costs by April 30th.
  • To determine where to make these cuts, we reprioritized our list of projects/programs and then assessed the resources assigned to each. We also assessed the support resources required to run the business. As a result of this analysis, we were able to identify reductions that could be taken without significantly impacting our highest priority projects/programs.
  • The reductions will be limited to three sites: Fresno, Oakland, and Norfolk.
  • While we regret the negative impact this decision will have on some individuals and teams, we are convinced it is the right decision for the business. 
  • The reductions being taken on Friday, April 26 th are the only ones planned at this time, but we will continuously re-evaluate our business and may make additional adjustments in the future, if required ...  

Acquisition Integration Playbooks: Day 1 - Day 180

Acquistion Integration Tools