The Integration Management Office (IMO) is a temporary project management office that coordinates, balances, and prioritizes the efforts of the various integration teams (Finance, HR, IT, Sales, Manufacturing, etc.) and helps them apply integration best practices, utilize standardized tools, create plans, and track progress.
The IMO is led by an Integration Manager who is typically employed by the Acquirer. An Integration Manager is more likely to succeed if he/she has credibility with the executive team, strong project management expertise, and high touch skills in the areas of persuasion, empathy, negotiation, and diplomacy.
The extended IMO is comprised of teams that are tasked with developing and executing the plans to integrate their areas of the organization. Each of these teams is led by a subject matter expert for their functional discipline. Cross-functional work streams in areas such as Change Management, Culture, Communications, and Go-To-Market, may also be part of the extended IMO.
This section of the web site features presentations and additional documents that will help you onboard, educate, mobilize, and lead your IMO.
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
Acquired Co. Differences with Acquired Company
Timeline - Phases
Two Key Integration Deliverables
Plans for Allocating Synergy Targets
Expectations of Team Members/Ground Rules
Key Success Factors for Integrations
Integration Planning Architecture
Integration Workstreams Governance
Kickoff Meeting Will be the First Interaction Between Acquirer and Acquired Co.
- Vision For Integration
- Management Of Integration
- Integration Governance Model
- Steering Committee
- Workstream Leaders
- High Level Integration Goals
- The Integration Project
- Transaction Timeline
- Charter Example
- Target Operating Model
- Walk-the-Wall Illustration
- Create A Post-it Note For Each Milestone
- Workstreams And Functions
- Data Sharing
- Document Control
- Integration Project Plans
- Next Steps
- Strategic Objectives
- Value Drivers
- Integration Update
- Workstream Breakout Guidelines
- Breakout Groups
- Breakout Instructions and Report Outs
Understand how we will work together:
- Review rules of engagement to ensure pre-close compliance with HSR guidelines
- Review our M&A integration process, structure, roles, and responsibilities
- Build a solid foundation for ongoing teaming and collaboration …
Overview of Integration Process
Integration Opportunities and Risks
Key Duplications and Cost Reduction Objectives
General Overview and Key Questions
Integration Team Roles and Meeting Schedule
Admin Team Meeting Schedule
Project Tracking and Reporting
Deliverables for Administration, Communication, Engineering, IT, Manufacturing, Customer Support, Purchasing, Sales and Marketing
Breakout Session Guidelines
Objectives of Weekly Merger Integration Management Process
- Add speed and efficiency to integration planning
- Ensure that we make the most of all meetings and interactions
- Proactively manage the identification and escalation of issues and decisions
- Set the pace for M&A integration planning
The Playbook defines the role and priorities of Integration Managers and provides tools to help them execute their responsibilities.
The Integration Manager is primarily responsible for leading the Integration Management Office (IMO) and coordinating the activities of the integration. This person should be employed by the acquiring company and appointed at least two months prior to close.
Responsibilities of IMO (and Integration Manager)
- Set Up Governance: Form teams and set up hierarchy for the integration project.
- Oversee Development of Team Charters: Establish the integration scope for each team.
- Achieve “Early Wins”: Design successes early in the integration process to create positive momentum.
- Develop Communication Strategy: Determine the communications that must be sent on a regular basis to keep people informed
- Retain Key People: Ensure critical personnel are retained during the integration.
- Address Employee Questions: Reduce the uncertainty that distracts employees and lowers their productivity.
- Determine Metrics and Track Progress: Set goals, implement measures, provide feedback, and distribute rewards that are appropriate for the integration project and individuals .
- Educate Teams on Integration Phases and Steps: Provide teams a common frame of reference.
- What are the basic roles/responsibilities associated with programs and projects?
- What are the deliverables ...
An M&A Integration Manager is responsible, with assistance from the Steering Committee and Integration Management Office, for developing an integration strategy, planning integration activities, deploying plans, conducting regular integration team meetings, tracking progress, reporting results, and documenting the lessons learned from the integration.
The Integration Manager should be a dedicated, full-time, on-site resource from the acquirer who should be appointed to the project no later than two weeks prior to Announcement and actively involved in the project until at least 120 days post-close.
- 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...
The role of Integration Manager (IM) in M&A is a challenging but fascinating job. It calls for a versatile, multiskilled person who possesses executive muscle and strong leadership ability. The role is ambiguous and sketchy at first, so the IM must be able to take charge and bring order to an undefined, very fluid situation where a lot is at stake.
PRITCHETT’s 40+ years of merger integration experience have taught us the seven key attributes needed for IM success. These are defined below, along with a rating scale for each of the traits to permit an easy and systematic evaluation of a potential candidate.
- Day 1 Communication Plan
- Communication Planning Template
- Cross Project Coordination Template
- Integration FAQ
- Issue Escalation Template
- Integration Scorecard Tool
- Post Integration Survey
- A Primer on Governance
- Quick Wins Tool
- Risk Management Template
- Sample Welcome Letter
- IMO Best Practices
- Facility Data Sheet
- Action Items
- Lane Reporting Template
- Project Close-out and Lessons Learned
Key Objectives and Scope Defined for IMO
- Define governance model & structure
- Data harvesting process
- Culture & communication planning
- Drive key pre-planning workstreams …
The IMO should make sure the various integration teams cycle through the same meetings at the same time each week. By adhering to a disciplined schedule, teams maintain focus and discipline. Otherwise, the integration may get de-prioritized and organizing meetings will become like herding cats.
The following meetings are on a set schedule: IMO, Sales, Manufacturing, HR, Finance, IT, Legal, Corporate, Carve Out Separation, Steering Committee, Shareholder Update, Board Meeting.