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 Consulting ClientsMerger 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: Establish Guiding Principles

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Learn when key people most often jump ship in a merger and how to keep them on board.
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Beware of integration do-gooders.

How you begin the integration carries heavy influence over how you'll finish.
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10 crucial rules to follow.

Step 2: Define M&A Integration Strategy and Governance

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Three practices that position your new director group for merger success.

Companies merge for at least one of three reasons.

Anticipate issues that could slow the realization of synergies.

Step 3: Provide M&A Integration Training

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Which is more important, project or people management?

Talent retention, productivity, and psychological readiness in acquired organizations.
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Can HR overcome the Rodney Dangerfield problem?

Educate the workforce about the steps of a merger.

Uncertainty triggers problems even before the integration begins.

Six guidelines on how leaders in acquired organizations can best manage the situation.

Guidelines on how to best adapt to changing circumstances.

Avoid basic mistakes that create job stress.

In mergers, managers often have to wing it.

If past is prologue, we should expect deal-making to come in waves throughout the 21st Century.

Speech delivered by top executive in Fortune 10 Company.

How to best run your career in a divestiture.

Hold back your judgment on it.

Tips for employees in soon-to-be acquired companies.

90% of managers are unprepared for M&A.

You can't eliminate it.

The integration will run smoother if these needs are met.
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An integration is no place for on-the-job training or a learn-as-you-go approach.

Step 5: Develop M&A Risk Mitigation Strategies

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How do you discern "normal" problems from dangerous signals?
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Managers tend to overestimate their integration skills.
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It's the Death Valley of integrations.
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Colorful descriptions of dysfunctional processes.

Ignore these M&A integration pitfalls at your own peril.

Integrations almost always get messier when delayed.
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Poor integration in this area can doom a deal.

Step 6: Develop Culture Integration Plans

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Over 130 executives participated in this PRITCHETT M&A study on culture due diligence.
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The impact of M&A on culture and the challenge of culture change.

The bait and switch experience that acquired companies often complain about.
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Strategy is forward-oriented. Culture, on the other hand, is essentially the product of your history

Step 7: Develop M&A Communication Plans

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Just because a comment is well-intentioned doesn't mean that it works.
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Example of executive email to troops 90 days after close.
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What we have here is failure to communicate.

Agendas and guidelines for conducting announcement, day one, and benefit meetings.

Communication problems never remain just communication problems.

Managers typically underestimate the communication effort required.

Employees weigh losses twice as heavily as gains.

Come across as a real leader, not a breezy politician.

They will probably appreciate the special attention.

People operate with less intensity when priorities are fuzzy.

Step 8: Develop Staffing and Retention Plans


Every employee looks at a merger from the standpoint of how he or she personally will be affected.
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A well-crafted onboarding program can be your best counteroffensive against troublesome merger dynamics.
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Protect your investment.
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Not everyone should have an equal say.
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Qualitative data may be more important than the numbers.
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Assess personnel to ensure proper casting in the new merged organization.
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You could be buying behavior you don’t want.

Job search tips to help separated employees get their careers back on track.

Notification warrants careful planning and handling.

A well-defined process is needed for making crucial personnel decisions.
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A passive wait-and-see attitude does not work well.

Seven-step process that puts strategy first.

Help laid-off employees re-launch their careers.

Determine the total potential costs from merger bailouts.

Reasons to avoid re-recruiting are understandable, but risky.
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In mergers & acquisitions, romancing the resisters holds little promise.
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10-page document that covers interview preparation, the interview process, and candidate evaluation in M&A.

Step 9: Develop Project M&A Integration Plans

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Integration teams can make more progress when five areas are clearly well-defined in their plans.

Reveals the most common complaint of employees in a typical merger.
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Includes information about PRITCHETT's consulting services.

Step 10: Day One & Integration Execution

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Quick-wins help soften resistance and build momentum.
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Acquisition integration calls for uncommon moves and a rejection of status quo management.
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The integration process, project structure, and challenges.

Don't expect customers to be tolerant of post-merger problems.
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When evaluating alternatives, always consider the numbers.

How you begin the integration carries heavy influence over how you'll finish.

Lose your resolve before passing through the yield point and it has all been wasted effort.

During the integration, the competition may have an excellent opportunity to gain some of your market share.

Its a fact of life that, whether planned or not, there will be merger casualties.
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When it comes to categorizing organizational change, mergers stand as the seismic event. Nothing else even comes close. Not even bankruptcy.
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Activities that don't directly contribute to these five objectives are likely to be off target and a poor investment of time and energy.
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Post-merger integration costs (not itemized on any financial statement) that can threaten the success of a deal
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The answer may surprise you.
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Management cannot keep everyone happy. But a number of things can be done to overcome some of the resistance
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In mergers & acquisitions, romancing the resisters holds little promise.

Step 11: Capture Lessons Learned

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Document the lessons learned
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21 questions to ask Acquirer and Acquired Company employees to capture insights.