Free Presentations from M&A Steering Committee Meetings
The M&A Integration Steering Committee is comprised of C-level executives of the acquirer and the acquired organization.
The Steering Committee provides guidance and oversight to the integration effort from start to finish. It approves plans, allocates the necessary resources to the integration, reviews progress, and makes decisions whenever a major impasse is reached at lower levels. Members of the Committee also pick strategic points throughout the integration to kick off meetings and demonstrate their support.
This section of the web site covers many of the decisions that a Steering Committee should make early in the integration process. The initial direction provided by the Steering Committee aligns teams on objectives before detailed planning begins.
Steering Committee Decisions
Review and agree on the:
- Role of the Integration Steering Committee
- Role of the Integration Manager
- Integration Team Structure
- Integration Value Drivers Integration
- Guiding Principles
- Integration Approach
- Program Management
- Detailed Integration Planning Deliverables
- Integration Guiding Principles
- High-Level Integration Plan
- Integration Timeline
- Value Drivers
- Governance Structure
- Governance Teams
- Steering Committee Roles & Responsibilities
- IMO Roles & Responsibilities
- Integration Meeting Cadence
- Integration Deliverable Examples
Understanding the Deal 4 S’s
- Strategy for the deal
- Synergy for the companies
- Structure of the deal
- Steps for the M&A integration …
- Integration Value Drivers
- Integration Complete
- Integration Guiding Principles
- Integration Priorities
- Key Questions by Area
- Revised Integration Team Structure
Prepared by Steering Committee and IMO
Integration Team Structure
Integration Team Mission
Improving Financial Performance
Growing the Business
The Integration Process
Manufacturing/Operations, Purchasing, Engineering, Sales and Marketing, Customer Support, Administration, Information Technology, HR/Communications
Implementation Challenges and Opportunities
Integration teams need clear direction in 15 areas before they begin detailed planning.
When M&A integration teams begin planning without clarity from top management, they are more likely to make the wrong assumptions, draw different conclusions, and veer off on tangents.
End State Vision for:
- Sales and Marketing
- Customer Support
- Information Technology
What the organization will look like at the conclusion of the integration.
End states involve big questions (usually initially defined by executives) to provide direction to the functional teams such as:
- What functions will you integrate now, later, or preserve indefinitely?
- What IT systems will you use in the short-term and what ones will use down the road?
- To what extent will compensation, benefits and performance management be harmonized between organizations?
- What will the product portfolio look like?
Executives agree on a set of principles that will help direct the actions of integration teams such as:
- Who makes the final call if and when any impasse is reached?
- Which, if any, integration methodology will be followed?
- How fast will the integration proceed?
- How open will communications be?
First 3 of 10 Guiding Principles
- The transaction will benefit customers and the community
- All stakeholders will contribute; Acquirer is accountable and responsible for all decisions
- Integration leadership is committed to providing:
- Transparency and predictability
- Clarity, direction, and decisions
- Consistency across the program