Step 9: Develop M&A Project Integration Plans

An M&A integration plan outlines exactly how and when major resources, assets, and processes of the acquiring and acquired companies will be combined in order to achieve the goals of the deal. 

Acquirers should follow a proven post-merger integration planning methodology (playbook) to define the integration steps and activities so that people in both organizations can see the work ahead as logical and achievable.  A clear, carefully crafted M&A integration plan helps align expectations and replace employee skepticism with optimism.

In this section of our web site, we provide post-merger integration:

  • Presentations about M&A integration plans for many integration teams including finance, HR, IT, marketing, legal, procurement, culture, and change management
  • Playbooks from successful acquisitions
  • Presentations that educate teams about the planning process
  • Presentations about cross-border integration planning
  • Tools for integration planning including our eMerger software that is packed with more than 80 post-merger integration tools 

Our files can be downloaded and easily customized for your acquisitions.

Note: Before you develop your plans, please make sure you have completed Step 1 of the integration planning process.  Watch Step 1 video.

Plans and Playbooks - All Teams

Finance Planning

HR Planning

IT Planning

Sales and Marketing Planning

Culture and Change Management Planning

Other Team Planning

Educating Teams

Cross-Border Planning

Planning Tools

Post-Merger Integration Plans and Playbooks - All Teams

Post-Merger Integration Plan
Post-Merger Integration Plan

Content

Executive Summary
Synergy Opportunities
Integration Framework
Integration Process Goals
Integration Objectives
Integration Program Management
Governance Structure and Roles and Responsibilities
Phasing & Deliverables Overview
Phase 1, 2, and 3 Deliverables
Objectives and Actions Required by Function
Information Technology
Human Resources
Finance/Tax
Research and Development
Safety
Key Deliverables by Business Unit
Deliverables – Business Unit 1 Through 7
Sign and Close Deliverables
Clean Room Management
High-Level Plan
High-Level Acquisition Integration Plan

Content

Deal Drivers
Cost Synergies
Opportunities
Governance Plan – Organization Chart
Governance – Change Control, Line of Sight, Status Reporting
Milestone Definitions and Timing
Human Resources Plan
Communications Plan
Risk Management Plan
Strategy Summary
Information Technology, Legal, Corporate, Operations, Finance, and HR Summaries
Human Resources Plan – MBO’s and Incentives
Post-Merger Integration 100 Day Plan - $90 Million Acquisition Playbook
Post-Merger Integration 100-Day Plan from $90 Million Acquisition Playbook

This 53-page post-merger integration 100-day plan provides tasks and detailed checklists for these integration work streams:

  • Due Diligence
  • Human Resources
  • Technology
  • Finance
  • Communications
  • Business Development
  • Legal

Everything is tied together in easily customizable excel spreadsheets that auto-calculate total budget costs and synergies. Plus, the documents auto-display timing of all major activities on Gantt charts.
Acquisition Integration Playbook
Acquisition Integration Playbook - $65 Million Deal

Integration Playbook (22-pages when printed) 

HR - 93 Initiatives
Finance - 91 Initiatives
IT - 48 Initiatives
Manufacturing - 81 Initiatives
Sales & Marketing - 25 Initiatives
Legal - 43 Initiatives

Post-Merger Integration Finance Planning

Finance: 4 M&A Integration Charters from Different Acquisitions
Finance: 4 M&A Integration Charters from Different Acquisitions

Excerpt from First of Four Charters

PreClose / Planning

  • Retention Plans: work with teams to define costs
  • Day 1: Ensure plans developed to ensure readiness for Close
  • Org. Structure:  Finance team migrates to Acquirer reporting Day One
  • 2018 Spend: schedules reviews to control and manage; identify opportunities to reduce spending (duplicate functions, projects, activities); control payables and accruals
  • Rev. Rec. / ASC 606: align accounting treatment; revenue roll forward; forecasts
  • Earnouts: establish collaborative Investment planning and decision-making processes
  • Audits: complete Acquired Co. audit by Sep.15; define ongoing SEC compliance requirements
  • FP&A: align Management Reporting, define budgeting process, policies ...
Finance & Accounting 90-Day Acquisition Integration Plan
Finance & Accounting 90-Day Acquisition Integration Plan

Finance & Accounting 90-Day Acquisition Integration Plan that incudes 93 tasks grouped in the following categories: Budget and Forecast, Insurance Coverage, Limits of Authority, Insurance Policies, Reporting Process, Purchase Price Accounting, and External and Internal Audits.

Excerpt:

Sub-Work Stream Budget and Finance

To obtain Acquired Co. FY25 budget for incorporating into NewCo budget - communicate with Acquired Co. entities/agree on deliverable format 
To discuss/align on deliverables -  Budgets in systems
Prepare NewCo budget - high level P&L for Day 30
Prepare NewCo budget - detailed level P&L, BS and CF for Day 60
Make adjustments for synergies / disynergies ...
 
 
Finance/Tax/Treasury M&A Integration Team
Finance/Tax/Treasury M&A Integration Team

PowerPoint presentation covering the schedule for implementation, non-negotiables, synergies, issues and assumptions, organization changes, and open issues for the cross-border integration in the Americas and EMEA.
Payroll Merger & Acquisition Checklist
Payroll Merger & Acquisition Checklist
Payroll Disbursement Bank Accounts
Coordinate with HR to identify payroll strategy for each country (e.g. Firm A payroll, outsource payroll vendors beginning Day 1)
 
Coordinate with Legal and HR to identify where payroll disbursement accounts will be needed by country
 
Create plan in conjunction with Treasury to open any new payroll disbursement accounts by Day 1 in conjunction with legal entity strategy and setup
 
Identify all Firm B payroll disbursement accounts by country
 
Create plan to close Firm B payroll disbursement accounts or transfer to Firm A legal entities and change bank signatory names by Day 1
 
 
Payroll and Expense Disbursements ...
Acquiree’s Finance Sub-Team: Acquisition Integration Planning
Acquiree’s Finance Sub-Team: Acquisition Integration Planning

Content

Mission
Key Decisions/ Operating Strategies
Key Assumptions
Summary of Integration Initiatives
Open Issues/Decisions Remaining
Pre-Close/Day One Items
Integration Risks
Summary of Integration Initiatives
Acquisition Integration Finance Checklist
Acquisition Integration Finance Checklist

Newco - Finance Organization

  • Schedule a work session with key stakeholders to assess functional redundancies and begin construct of attrition plan
  • Build roles/responsibility matrix
  • Construct a draft organization chart
  • Conduct follow up meeting with key stakeholders to review draft and gather edits
  • Schedule and conduct presentation meeting with decision making executives to present organization chart and gather further edits
  • Revise new org chart
  • Construct memo with HR to have an executive publish new org chart
  • Schedule a department meeting to introduce new org chart/ R&R for review
  • File new org chart into corporate archives and policy records
Post Merger Integration Finance Checklist
Post Merger Integration Finance Checklist

Over 110 finance integration tasks grouped in the areas of synergy tracking, chart of accounts, cash management, accounting policy variances, accounts payable, and accounts receivable.

Synergy Tracking

  • Determine synergy tracking approach.  Decide on system and method.
  • Identify team members and responsibilities.
  • Create detailed implementation plans
  • Create synergy tracking model templates
  • ​Develop ongoing status reporting format and timing...

Post-Merger Integration HR Planning

Human Resources Acquisition Integration Plan
Human Resources Acquisition Integration Plan

20-page detailed Human Resources Acquisition Integration Plan that covers:

  • Organization Comparative Analysis: What are the key similarities and differences between the 2 organizations? How do we operate currently?
  • Future State Recommendation: How will we operate in the future?
  • Day 1 Items: What actions do we need to take at close?
  • Risk Analysis: What are the risks associated with transition?
    Early Wins: Are there any immediate actions we can take to demonstrate benefits and success?
  • Cost/Benefit Analysis: What are the costs and benefits associated with transition to the future state?
  • Outstanding Issues & Decisions: What open issues still need to be resolved in order to realize transition?
  • Communication Plan: What needs to be communicated (when & to whom) regarding the decisions that have been made?
Human Resources M&A Integration Plan
Pre-Close Review of Human Resources M&A Integration Plan

Meeting Objectives

Final review of the HR game plan prior to close between the players who have been involved in all the planning to date and the players who will be involved in the implementation.
Human Resources Post-Merger Integration Project Plan
Human Resources Post-Merger Integration Project Plan

The Human Resources Post-Merger Integration Project Plan covers tasks for organization planning, policies, benefits, communication, compensation, and HRIS systems.

Excerpt from Plan 

Initiative / Task Name
Coordination:
Establish HR workstream leader
Select HR workstream participants
Recruit core team
Establish HR workstream meeting schedules
Cadence and frequency
Develop HR workstream detailed plan
Establish HR workstream reporting (task / milestone status)
Updates to HR workstream plans / dashboard ...
Post Merger Integration HR Plan
Post-Merger Integration Human Resources Plan

Content

27 Initiatives/Activities

1.0  OD - Succession Planning

2.0  OD - Leadership Development

3.0  OD - Training

4.0  OD - Tuition Reimbursement

5.0  OD - Performance Management - Next Year

6.0  OD - Performance Management -- Future State Design and Implementation

7.0  OD - Office Logistics ...
Human Resources-M&A Integration Planning Meeting
Human Resources M&A Integration Planning Meeting

Agenda

General Overview
Implementation Schedule
Synergy Summary
Key Organizational Changes
Key Issues & Assumptions
Necessary Process Maps
M&A HR Due Diligence: Side-by-Side of the HR Programs
M&A HR Due Diligence: Side-by-Side Comparison of the HR Programs

11-page comprehensive comparison of HR Programs of the Acquirer and Acquiree in 125 Areas.

The programs are grouped into the following categories:

  • Defined Benefit Plans
  • Retiree Medical Plan
  • Defined Contribution Plan
  • Health And Welfare Plans
  • Career Development
HR Issues and Activities in Mergers and Acquisitions
HR Issues and Activities in Mergers and Acquisitions

10 Key HR Activities in Mergers & Acquisitions

  1. Develop Workforce Integration Project Plan
  2. Conduct HR Due Diligence Review
  3. Compare Benefits and Analyze Differences
  4. Compare Compensation Analyze Differences
  5. Develop Compensation and Benefits Strategy for Workforce Integration
  6. Determine Leadership Assignments
  7. Addressed Duplicate Functions
  8. Prepare Employee Communication Strategy
  9. Define Transition Data Requirements
  10. Develop Employee Retention Strategy
HR Acquisition Integration Checklist
HR Acquisition Integration Checklist

In-depth Human Resources Acquisition Integration Checklist that covers compensation, retention, deferred compensation, severance, health insurance, COBRA, LTD, STD,  401(k), pension, communications, recruiting, data conversion, organization structure, workers compensation, training & development, educational assistance, travel & expense, plus 9 more areas.
Post Merger Integration HR Checklist
Post-Merger Integration HR Checklist

111 Human Resources tasks to be completed grouped into the following categories:

Day 1
Talent Assessment
Performance Management
Benefits
HR Orientation
Career Development
Onboarding
Retention
Reduction In Force
New Hire Plan
HR Due Diligence Information Request Checklist
HR Due Diligence Information Request Checklist

8-Page HR Due Diligence Checklist:

  • Organization charts and a description of management structure, including principal functional areas, headcount by area. and reporting relationships.
     
  • Job descriptions for all major job categories and minimum education, experience, and skill levels required for each.
     
  • Current pay ranges and recent increases. 
     
  • List current personnel (including lists of officers and directors) with hire dates, current annual salaries, bonus targets (if applicable), commission targets (if applicable), years of service with the Company, site location, highest educational degree, and prior experience ... 
Acquisition Checklist for HR
Acquisition Checklist for HR

HR Acquisition Integration Checklist in Word  that covers areas such as organizational design, benefits and compensation, policies, and HR systems.

Organization

  • Define acquired company org. structure
  • Identify formal and informal org. relationships
  • Determine organization similarities / differences
  • Gather information on relevant positions
  • Map acquired company roles to acquiring company roles
  • Identify organization differences to address
  • Position titles, areas of overlap, etc.
  • Align positions & titles
  • Review / Align job descriptions
  • Establish new organization structure ...

 

Post-Merger Integration IT Planning

IT playbook
Information Technology Post-Merger Integration Playbook

Information Technology High-Level Plan (Section 1)

Executive Summary
Approach
Current State
Proposed State
Gap Analysis
To-Be State
Implementation Plan
Implementation Schedule
Implementation Budget

Information Technology Detailed Plan (Section 2)

Introduction ...
IT Cover
Information Technology M&A Integration Plan

Content

Key Objectives of The Workstream
Workstream Organization and Scope
System End State After Integration
Planning Goals Key Facts
IT Integration Migration Strategy for Local Acquired Co Applications
Local Acquired Co Applications in Scope for Migration
High Level Schedule
SAP Rollout - Various Options for Consideration
Scenarios for SAP Rollout at Acquirer
Cost and Risk
IT Integration Strategy for Mergers and Acquisitions
IT Integration Strategy for Mergers and Acquisitions

Content

  • IT Strategy for M&A Integration
  • Summary of Synergies
  • Key Choices
  • Key Projects
  • Key Difficulties and Risk
Information Technology Acquisition Integration Objectives
Information Technology Acquisition Integration Objectives

Areas of Focus

  • Review for contract synergies
  • Plan for back-office standardization
  • Communication
  • Email connectivity
  • Network connectivity
  • Voice mail connectivity
  • Video conferencing
  • Support action & implementation plans of other transition teams
  • Internet/Intranet migration plan
  • Retention of talent 
Operations and Technology M&A Integration Work Streams
Operations and Technology M&A Integration Work Streams

Content

Step I: Assess Current Situation
Step II: Develop Plan
Step III: Target IT Design Outline

Overview

The operations and technology integration work streams will be responsible for analyzing the current situation and determining what is needed successfully to migrate Acquired Company over to Acquirer’s systems.
M&A Integration IT Checklist
M&A Integration IT Checklist

M&A Integration IT Checklist in Word that covers Applications, Operations, IT Organization, Security and Access. Network Infrastructure, Enterprise Technology, Finance, and HR.

Applications

  • Transition SharePoint (web/collaboration) from 3rd party to Acquirer governance
    • Transition business control of Target Co.com
    • Migrate Target Co. SharePoint instance
  • Transition Imaging - CIS/Viewpoint (Carla) to Acquirer governance
  • Transition ERP - eCMS to Acquirer governance
    • Audit and review issues
    • Transfer to Acquirer support and governance
  • Transfer bid/estimating to Acquirer governance
    • Audit and review issues
    • Transfer to Acquirer support and governance
    • Complete governance review of project controls
      • Review approaches and define near term gaps
      • Identify bridging requirements
      • Develop migration plan
  • Transfer project scheduling ...

 

Post-Merger Integration Sales and Marketing Planning

Marketing and Branding Post-Merger Integration Plan
Marketing and Branding Post-Merger Integration Plan

Plan Contents

  • Assumptions
  • Branding Strategy
  • Team Charters (Branding, Marketing, Communications)
  • End States
  • Branding Migration
  • Branding Integration Plan
  • Dependencies
  • Savings and Cost Estimates
  • Risks and Mitigating Actions
  • Open Issues
  • Key Actions by Team (Branding, Marketing, Communications)
Post-Merger Sales Integration
Post-Merger Sales Integration: The #1 Hotspot

There’s an old line that says, “If mama ain’t happy, nobody’s happy.” Adapting that notion to the world of M&A, I’d say, “If Sales ain’t happy, nobody’s happy.”

You can screw up the integration process in many ways and still have a successful merger, but the deal fails if you foul up at merging the sales forces.

Sales brings money in the door . . . or not. And that’s why Sales integration is the make-or-break issue.

Mergers are always based on a financial logic, and that’s how they’re ultimately graded—not on a “morale” logic, or “culture compatibility” quotient, or other random metrics. In the final analysis, the results that count are about money. If your sales people are churning out killer results, that alone can protect the deal from becoming a victim of most integration sins …

Culture and Change Management Post-Merger Integration Planning

M&A Culture Integration Plan
M&A Culture Integration Plan

Agenda

  • Merging Requires New Culture and Behaviors
  • Closing the Gap
  • Work Culture Implementation Schedule
  • Work Culture Team Mission Statement
  • Mission of Organizational Development
  • Characteristics of An OD Function
  • What Are We Doing
  • Quote on Culture
  • One Culture
  • “Should Be” Work Culture Attributes
  • Thanks To You Great Foundation to Build On
Organizational Culture and Mergers: The Hard Facts
Organizational Culture and Mergers: The Hard Facts

Hard Facts About Culture

  • Strategy is a product of your view of the future.
  • Culture is essentially the product of your history
  • That will always present a challenge in ensuring that the corporate culture is aligned with and supports your plans for tomorrow.
  • VERY FEW culture characteristics wield a make-or-break influence over operating results and an organization’s future …
Post-Merger Integration Culture
Post-Merger Integration Culture

Content

Several Ways to Address Cultural Issues
Four Possible Scenarios for Culture Integration
Advantages to Each Approach
Why Are Post-Merger Cultural Issues Difficult to Manage
Consequences of Culture Conflict
Culture Differences Can Cause Integration Failure
3 Important Drivers of Cultural Issues
Components of Culture Change Programs
Change Management Plan for M&A Integration
Change Management Plan for M&A Integration

Content

Change Management Plan Overview
Change Management Team Adds Value in Eight Areas
Change Management Plan
Change Management Team Mission
Deliverables
Interdependencies / Coordination Required
Hot Topics / Urgent Issues to Be Solved
A Systems Model of Change
HR Day 1 Plan
Key Decisions List for New Division
change management post merger integration plan
Change Management Post Merger Integration Plan

 

  • Develop a comprehensive change management plan that identifies what is changing and what is not as a result of the merger 
  • Design and deploy mechanisms to help employees understand the required changes and take personal responsibility for successfully implementing them
  • Prioritize activities in the change management plan by creating HR Plans for Day 1, first 100 days, first six months, and first year post-close …

Other Post-Merger Integration Team Planning

Procurement M&A Integration Team Planning
Procurement M&A Integration Team Planning

Agenda

  • Global Process Improvement Plan Development Timeline
  • Our Process
  • How We Get There …
  • Supply Chain “Core Competence “ Strategy 
  • Our Goal
  • Associated Costs
  • Implementation Schedule - Wave 1
  • Team Process
  • Process Improvements
  • Risks
Manufacturing Cover
Manufacturing Post-Merger Integration Plan Overview

Agenda

Objectives
Summary of Synergies
Plan Implementation
Targets
Headcount Reductions
Plans
Risks

 
Engineering High-Level Post-Merger Integration Plan
Engineering High-Level Post-Merger Integration Plan

Content

Mission
Opportunities
Main Costs
Key Decisions
Key Value Drivers
Main Synergies
Difficulties and Risks
Integration Planning Guide for M&A Teams
Integration Planning Guide for M&A Teams

Roles

  • IMO Members/Executives: Help ensure the discussion is focused on the critical/material issues that will enable or hinder achievement of our integration objectives 
  • Presenting Team Leads: Crisply articulate a summary of the team’s recommendations, financial impact, and risks …
Legal and Risk Management M&A Integration Planning Meeting
Legal and Risk Management M&A Integration Planning Meeting

Agenda

Overview
Implementation Schedule
Synergy Summary
Key Organizational Changes
Key Issues & Assumptions
Necessary Process Maps

Educating Teams on M&A Integration Planning

The 5 Critical Elements of an M&A Integration Plan
The 5 Critical Elements of an M&A Integration Plan

M&A integrations slow to a crawl when the endgame and the tasks to get there are vague, undetermined, or not communicated.  People tend to shift into neutral and operate with a lower degree of intensity when the path ahead is foggy.

Speed and high performance in M&A are byproducts of clarity. Integration teams build momentum and cover ground at a much faster clip when five areas are clearly defined in their plans.

1. End States

Acquirers should not begin integration planning without first defining their end states.

A few examples of end states . . .
 

Cross-Border M&A Integration Planning

Employee Briefing
Employee Briefing on Acquisition

Content

Why Acquired Co.
Market Strength / The People
Combined Strength
Acquired Co. Overview 
Strategy for The Future North America
Opportunities for Employees
Merger Timeline
More Information
What Has Been Determined Thus Far
Summary
Post-Merger Integration Planning Meeting
Post-Merger Integration Planning Meeting

IMO Meeting Objectives

Align on business principles and integration priorities:

  • Review integration strategy and key objectives
  • Review governance structure, roles and responsibilities
  • Review and reinforce integration philosophy

Agree to way of working together:

  • Review rules of engagement to ensure pre-close compliance with anti-trust guidelines
  • Build an alignment around meeting cadence and reporting structure

Begin with integration workplan development:

  • Review key elements of the communication plan 
  • Align around the workstream objectives outlined in the draft team charters
  • Discuss and prioritize each workstream’s initiatives
  • Review next steps and timing for workplan development
Cross-Border Day1 Merger Integration Plan
Cross-Border Day 1 Merger Integration Plan

Excerpt from Day 1 Cross-Border Plan for 5 Cities and 4 Countries

Day -7

Internal Comm: FAQs (IT, Payroll info: semi-monthly to bi-weekly, Cobra, Remote I-9s (notarized), holiday, FICA withholding, insurance deductible)
Full List of Employees (preferred name, email address, cost center, job title)
Establish new vendor as supplier (interim IT support)

Day -3

Internal Comm: ...

 
Key Data for M&A Integration Planning
Key Data for M&A Integration Planning

Agenda

  • Milestones
  • Integration Team Matrix
  • Due Diligence/Integration Team Responsibilities
  • Integration Team Goals
  • Critical Dates
  • Integration Teams
  • Due Dates: Team Detailed Project Plan
  • Integration “Day 1” and “Day 90” Plans
  • Integration Team Plan Overview
  • Key Success Factors for Plans
  • Acquirer/Acquiree Integration Team Kickoff
Human Resources Cross-Border M&A Integration Pre-Close Planning
Human Resources Cross-Border M&A Integration Pre-Close Planning

Agenda

  • Business Continuity Critical
  • Key Integration Challenges as Close Approaches
  • Efforts Made to Stabilize Acquired Co.
  • HR Issues to Address
  • Integration in 3 Phases
  • Pre-Close
  • Breakout Purpose and Objectives
M&A Integration Day 1 Plan
M&A Integration Day 1 Plan

Content

  • Key Milestones
  • Timeline
  • April 19 Is the Day We Are One
  • Event Schedule April 20 And 21
  • Agenda for Global Town Hall
  • Guidance for Field Force and Shift Workers
  • Day One Employee Kits for Local Implementation
  • Day One Employee Welcome Package for All Employees
  • Day One Reporting Lines Reflected Minimal Change
  • Pay and Benefits “Grandfathered“ Until January 26
  • Exceptions 2  “Grandfathering“
12 M&A Integration Charters Cross-Border
12 M&A Integration Charters Cross-Border

M&A Integration Work Stream Charters

  • Sales
  • Marketing
  • Legal
  • Finance
  • Human Resources
  • Security
  • Information Technology
  • Go to Market
  • Quote to Cash
  • Communications
  • Development
  • Product Introduction
M&A Change Management Plan
M&A Change Management Plan

Content

  • Change Management Priorities - Integration
  • Integration Change Management Timeline
  • Governance
  • Culture
  • HQ Move
  • Communication
  • Change Management Priorities - Integration
  • Vision, Operating Framework and Leadership Alignment
  • Communication and Feedback Loops
  • Staffing
  • Transition Management
Merger Synergies Cross-Border Deal
Merger Synergies Cross-Border Deal

Synergies for the following work streams:

  • Finance & Corporate Admin Phase One Americas
  • Finance & Corporate Admin Phase 2  EMEA
  • Legal & Risk Management
  • Human Resources
  • Administration
  • Manufacturing Operations
  • Information Technology
  • Customer Support
  • Columns on the Excel Spreadsheet:
Functional Team Post-Merger Integration Plan Reviews
Functional Team Post-Merger Integration Plan Reviews

Functions Reviewed

Legal/ Acquisition
Tax 
Tax UK
HR, Payroll
Information Services
Real Estate
Finance - Control (Acquired Co. Team)
Finance - Control
Finance - Operations
Manufacturing Operations
Communications
Customer Service
Software Engineering
Hardware Engineering
Product Marketing
Sales, Operations
Brand Identity
Product Naming/Trademark
Corporate Marketing

Post-Merger Integration Planning Tools

emerger
eMerger: Post-Merger Integration Software

Post-Merger Integration Planning Software (Includes 20 steps, 107 tasks, and 45 tools)

Objective: Creating a blueprint for the integration

  • Using eMerger templates and tools
  • Creating an Integration infrastructure
  • Developing key strategies for the new business
  • Determining overall Integration initiatives
  • Timing significant changes
  • Measuring success
  • Tracking overall costs and benefits
  • Identifying and documenting Lessons Learned

Post-Merger Integration Communication Planning Software (Includes 15 steps, 55 tasks, and 39 tools)

Objective: Developing a consistent process for communicating

  • Chartering the Communications Announcement Team
  • Developing the Core Messages
  • Detailing the strategy and plan for ongoing communications
  • Planning the Announcement event
  • Chartering the Communications Task Force
  • Creating a plan for ongoing communication
  • Documenting the Communication Strategy and deliverables
  • Identifying and documenting Lessons Learned
M&A Integration Plan Checklists
Checklists to Create M&A Integration Plans

Checklists
The "Hard" and "Soft" Elements M&A

Hard

  • Strategy
  • Structure
  • Systems

Soft

  • Staff
  • Skills
  • Shared Values
Templates for Integration Plan Review
Templates for Integration Plan Review

Questions to Review Communications, Costs, and Systems in Each Plan

Communications

Integration Team Name: _____________________________

Leader: ______________________________

Risk Assessment:

What is the risk of not being able to support the plan from a communications standpoint?

Rate the risk on a scale of 1 to 10 with 1= low risk and 10 = high risk:

Comments:

Completeness of Plan ...

 
M&A HR Integration Checklist
M&A HR Integration Checklist

The Human Resources Acquisition Integration Checklist covers the following areas: Pension Plan, 401K, Profit Sharing, HRIS, Health Benefits, Compensation, Severance and Transition, Workers Compensation, Employee Relations, Organizational Development and Staffing,  and Safety / Environmental.
M&A Playbook Template
M&A Playbook Template

Content of Day 1 Communications Playbook

  • Contacts
  • Company Profile/Fact Sheet
  • Day 1 hour-by-hour review of actions; include location, who performs, who coordinates/owns
  • Core Messages for Customers, Employees, Vendors, Partners …
Merger Integration Project Plan Template
Merger Integration Project Plan Template

The Excel file includes integration project plan templates for Finance, HR, IT,  Corporate, Legal, and Operations. 

Column headings in the spreadsheet templates are: Work Streams, Initiatives, Owner, Day 1 Mandatories, Start Date, Completion Date, Key Issues and Risks, Cross Dependencies, and Actions Required.

The templates were utilized in the M&A Integration Playbook - 20 Billion Acquisition.

Company Merger Letter to Customers
Company Merger Letter to Customers

Example of a Company Merger Letter to Employees in a Downloadable, Easy-to-Customize Word File

TO:  All Employees

FROM: CEO

SUBJECT:  Merger of ABA with OCN

Today we announced that OCN Inc. has agreed to merge with ABA. Upon closure of the deal, OCN will become part of the ABAs worldwide organization. Our combined operations will have revenue of nearly $500 million and employ approximately ...