Merger Integration Articles

Scroll down to review the free insightful, downloadable articles organized under the steps of our world-class methodology. Our publications include many of the most influential pieces ever written on merger integration.

PRITCHETT Merger Integration Certification Workshop Attendees and Website Subscribers can access all the articles plus all the presentations, playbooks, books, checklists, case studies, assessments, webinars, research, videos, tools, and templates on MergerIntegration.com.

Step 1: Define M&A Integration Strategy and Guiding Principles

Step 2: Determine M&A Integration Governance

Step 4: Provide Post Merger Integration Training

HR's role in M&A
Role of HR During Mergers and Acquisitions
Free

Three things that are guaranteed to give HR a better seat at the table:

  • Preemptively prepare for M&A. Anticipate. Provide in-depth training for HR staff on the fundamentals of due diligence, merger integration strategy, how to reconcile culture differences, etc. Ensure that the HR Team is very sophisticated on merger dynamics and positioned to serve as a merger-savvy resource to people in other functions.
  • Rethink HR's conventional wisdom on how success should be measured. HR is the guardian of workforce issues such as morale, trust, job satisfaction, stress levels, and employee loyalty, but those metrics will take wicked turns for the worse during a merger. Success is better measured by tracking productivity, quality, market share, customer satisfaction, and– above all– profitability. This is highly counterintuitive for HR people, but these are the critical markers for the integration process...
What are the Steps in the Post-Merger integration Process?
What are the Steps in the Post-Merger Integration Process?
Free

The 11 steps to follow when integrating two organizations:

 

  1. Define Integration Strategy and Guiding Principles
    Facilitate executive session with senior leaders to determine planning direction and clarify integration goals, assumptions, non-negotiables, success metrics, and vision.
     
  2. Determine M&A Integration Governance
    Define the hierarchy, structure, roles, and resources for the integration project.
     
  3. Conduct Integration Management Office (IMO) Meeting
    Plan and facilitate an IMO kickoff event to formally commence the integration process and officially onboard integration teams by reviewing pre-planning input, rules of engagement, objectives, and methodology.

Step 5: Develop Post Merger Integration Risk Management Plan

Step 6: Develop Post Merger Integration Culture Plans

Step 7: Develop Post Merger Integration Communication Plans

Expect These M&A Questions
Expect These M&A Questions
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The deal will create numerous questions in the minds of stakeholders. By anticipating their concerns in advance, you’ll be better prepared to address them. We have compiled lists from our M&A integration consulting projects of the most common questions asked by:

  • Employees
  • Customers
  • Vendors/Suppliers
  • Community
  • Media

Common Employee Questions

We refer to the first ten questions on the list as “me issues”  because they are focused on the most common personal concerns of employees. Until these “me issues” are resolved, people are …
 

Step 8: Develop Post Merger Staffing & Retention Plans

The Case for Leadership Due Diligence in M&A
The Case for Leadership Due Diligence in M&A
Free

Traditionally the merger due diligence process has focused on legal and financial issues—e.g., contractual matters, litigation points, economic and fiscal considerations, etc. Obviously that’s an important exercise.

But when mergers fail, as they too frequently do, the odds are it reflects a sloppy job of soft due diligence.

There is powerful logic in favor of systematically assessing the competencies of key players in the new organization. You should not automatically assume that people who have been successful in a pre-merger environment will perform with the same effectiveness under a new regime and in a different corporate setup. People’s strengths often become weaknesses during a merger transition period.

IT IS NOT UNUSUAL FOR AN INDIVIDUAL TO BE AN ALL-STAR IN A SLOW, DELIBERATE SETUP STYLE OFFENSE, YET BE A LOSER IN A FAST-BREAK GAME

Ordinarily, the most staunch defenders of the old culture—i.e., the loyalists—have the most difficult struggle adjusting to the inevitable changes brought on by a merger/acquisition. This highlights the need for an objective, professional appraisal of people’s competencies and potential. An important part of the soft due diligence work involves identifying those individuals who can tolerate the ambiguity and uncertainty, facilitate the change process, take appropriate risks, communicate effectively, and generally enjoy the challenge of the merger with the opportunities it will provide.

The absence of such an assessment process practically guarantees the miscasting of people. It means that some poor souls are going to be set up for failure. A merger invariably creates a number of new jobs and profoundly alters the requirements of many others. Often employees “inherit” positions, and end up in roles where they can’t really measure up to the new demands. And when they can only run at half speed, or prove unable to “go the distance” in a merger, you can expect dangerous slippage in corporate effectiveness.

Step 9: Develop M&A Project Integration Plans

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

Step 11: Capture M&A Integration Lessons Learned