Checklists to Help Create M&A Integration Plans | Staff

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

Item	Action
1	Create a Core Document that captures the business rationale for the deal.
2	Analyze the “hand you’ve been dealt” and construct a list of potential opportunities/losses.
3	Map the deal to determine how it reflects the five different types of deals.
4	Compare Acquiree’s stand-alone strategy with the new strategy for the combined organization.
5	Define and announce the leadership team of the combined organization.
6	Identify and document your customers, and develop a plan for customer retention and transition.
7	Analyze potential moves by the competition and develop a defense plan.
8	Analyze and document marketplace conditions that could impact your strategic plans.
9	Analyze and document technologies that may alter your approach to business.
10	Determine and document how value will be created and realized in the combined organization.
11	Analyze and document the impact on all stakeholders and develop a Communication Plan.
12	Create an authentic, informed, compelling, and inspirational “merger story.”
13	Define what regulations and legal guidelines may place constraints on communication.
14	Identify what regulatory approvals will be required and what legal and stakeholder requirements must be met.
15	Explain the Integration Planning Process to your workforce.

Item	Action
1	Develop process maps for all business and support workflows.
2	Develop the appropriate organizational design to support the workflow.
3	Create organizational charts (boxes only – no names) for each workflow.
4	Develop job descriptions for new jobs and harmonize existing ones.
5	Determine the strongest candidates for each position and document the selection process.
6	Develop separation plans/packages.
7	Determine if Transition Service Agreements will be required.
8	Determine if “stay incentives” will be used to retain talent.
9	Determine if voluntary separation or early retirement will be allowed.
10	Analyze any current open positions and determine if they still need to exist.
11	Determine if any temporary workers will be needed.
12	Analyze power shifts to determine the potential impact on workflows and individuals.
13	Review all policies and procedures and document changes.
14	Review all existing contracts, leases, obligations, etc.
15	Determine what performance metrics the new organization will use.

Item	Action
1	Document existing systems and define requirements for new systems.
2	Embrace an “Adopt and Go” approach to systems selection.
3	Determine required hardware and software, and develop installation plans.
4	Develop systems integration plans for various timelines (Day 1, 30 days, etc.).
5	Determine if all functions have the bandwidth for integration priorities.
6	Determine who will need access to new systems and develop a training plan.
7	Determine which reports are needed by leadership and management.
8	Harmonize the compensation systems.
9	Harmonize the benefit systems.
10	Harmonize the performance management systems.
11	Define which information systems you’re going to use for communication.
12	Determine which financial systems you’ll need.
13	Develop a budget for designing and implementing new systems.

Item	Action
1	Assess training needs for all stakeholder audiences.
2	Determine if you have the internal capabilities to deliver training programs.
3	Develop, coordinate, and communicate a comprehensive Training Plan.
4	Offer one-on-one coaching to executives.
5	Develop metrics for measuring progress and success.

Item	Action
1	Put together a list of all employees and their current status.
2	Document any considerations employees are entitled to receive or may be responsible for repaying.
3	Agree on the process and tools for staff evaluation and selection.
4	Identify candidates best suited for positions and apply the evaluation process.
5	Recommend a staffing plan to business leaders.
6	Develop an announcement plan for communicating staffing decisions.
7	Develop a plan for on-boarding employees.
8	Design appropriate tools for managing the transition phases.
9	Ensure alignment in selection, training, reward, motivation, retention, and assignments.

Item	Action
1	Collect and analyze data from the two organizations to determine differences in shared values.
2	Use the 7S model to determine where each company lies on each of the seven elements.
3	Develop a plan to adjust the organization in the desired direction.
4	Develop a plan to incorporate data from this analysis into Orientation training.

Your company and be able to articulate what makes you successful.
Your culture and be able to articulate how your values, norms, and fundamental assumptions drive and support business performance.
Your customer and understand precisely what they want and how you can provide it and make an acceptable profit.
Your competitive environment and what it will take to survive.
Your marketplace and what it will take to thrive.

Learn the same things about the company you are joining forces with and understand why their way works for them.
Create forums for discussion, debate, decision-making, and deployment that both companies can participate in.
Commit to doing what it takes to make the combined organization the strongest and most successful it can be despite personal impact.
Constructively use the power you still legitimately have while accepting and graciously relinquishing the power you have lost.