M&A Integration Tools & Templates

Our M&A planning tools and templates help simplify and expedite integration work and help teams produce it in common formats.

The M&A integration project plan tools are organized in these categories:

PRITCHETT Merger Integration Certification Workshop Attendees and Website Subscribers can access all the M&A integration tools and templates, not just the free ones. They can also access all the presentations, playbooks, books, articles, checklists, software, assessments, webinars, research, and videos on MergerIntegration.com.

(Partial List - See eMerger Software for more M&A integration tools and templates)

Planning Tools

Reporting Tools

Communications Tools

HR Tools

Governance Tools

Charter Tools

Culture Tools

Planning Tools

Finance & Accounting 90-Day Acquisition Integration Plan

Finance & Accounting 90-Day Acquisition Integration Plan

Finance & Accounting 90-Day Acquisition Integration Plan that incudes 93 tasks grouped in the following categories: Budget and Forecast, Insurance Coverage, Limits of Authority, Insurance Policies, Reporting Process, Purchase Price Accounting, and External and Internal Audits.

Excerpt:

Sub-Work Stream Budget and Finance

To obtain Acquired Co. FY25 budget for incorporating into NewCo budget - communicate with Acquired Co. entities/agree on deliverable format 
To discuss/align on deliverables -  Budgets in systems
Prepare NewCo budget - high level P&L for Day 30
Prepare NewCo budget - detailed level P&L, BS and CF for Day 60
Make adjustments for synergies / disynergies ...
Post Merger Integration HR Plan

Post-Merger Integration Human Resources Plan

Content

27 Initiatives/Activities

1.0  OD - Succession Planning

2.0  OD - Leadership Development

3.0  OD - Training

4.0  OD - Tuition Reimbursement

5.0  OD - Performance Management - Next Year

6.0  OD - Performance Management ...
Cross-Border Day1 Merger Integration Plan

Cross-Border Day 1 Merger Integration Plan

Excerpt from Day 1 Cross-Border Plan for 5 Cities and 4 Countries

Day -7

Internal Comm: FAQs (IT, Payroll info: semi-monthly to bi-weekly, Cobra, Remote I-9s (notarized), holiday, FICA withholding, insurance deductible)
Full List of Employees (preferred name, email address, cost center, job title)
Establish new vendor as supplier (interim IT support)

Day -3

Internal Comm: ...

 
Post-Merger Integration Cross-Border Finance Plan

Post-Merger Integration Cross-Border Finance Plan

7-Page Finance Plan from a Cross-Border Merger.

Excerpt

Finalize and communicate organizational structure
Coordinate closing process for August 2024
Establish initial treasury linkage to Acquirer

  • Weekly cash forecast process established
  • Weekly conference call re: cash position set up
  • Presentation by NT on capabilities to replace lock box

Develop Tax Efficient Global Reorganization of Acquirer. . .
How to identify integration priority

How to Identify Post-Merger Integration Priorities

In this task, each Integration Team identifies their priority initiatives and action items. Depending on the size, complexity, and resources dedicated to Integration, this activity can take two weeks to a month. The team may work from a generic list of tasks or start at ground zero with analysis of the merging organizations. The objective is to list the short- and long-term initiatives that will help the combined companies achieve the defined merger synergies and goals.

 
Staffing and Retention Integration Project Plan

Staffing and Retention Integration Project Plan

Over 70 Staffing and Retention Activities Grouped into these Categories:

  • Finalize Organizational Structure for All Functions
  • Deploy a Staffing Process to Assess, Select, and Announce All Levels of the Organization below the Management Team
  • Management Team Design Tools to Retain Key Talent Prior to Close and Throughout the Transition Period
  • Develop a Process for Managing Reductions in Force and Administering Separation Packages and Outplacement Services
  • Design an Issue-Free Day 1 From the Employee Perspective. . .
Strategic Score of Each Integration Initiative

Strategic Score of Each Integration Initiative

A strategic score is assigned to each of 144 workstream initiatives in a cross-border acquisition integration.

Columns on Excel spreadsheet for each Initiative:

Work Stream, Responsible, Execution by Day 1, Urgency: Hi/Medium/Low, Impact: Hi/Medium/Low, Strategic Score, Ranking in Original Top 10, End State, Impacted Countries, Project Structure, Led By Accountable, Reporting to IMO 
Acquisition Project Plan Template Excel

Acquisition Project Plan Excel Template

The Excel file includes integration project plan templates for Finance, HR, IT,  Corporate, Legal, and Operations. 

Column headings in the spreadsheet templates are: Work Streams, Initiatives, Owner, Day 1 Mandatories, Start Date, Completion Date, Key Issues and Risks, Cross Dependencies, and Actions Required.

The templates were utilized in the M&A Integration Playbook - 20 Billion Acquisition.
Evaluation of HR Acquisition Integration Plan

Evaluation of HR Acquisition Integration Plan

The biggest challenges with this planning team have been:

  • Lack of clarity regarding what they own and what they don’t own within their charter (i.e., staffing, severance, retention, titling, compensation, org. design, etc.)
  • Slow to develop things that they feel they need more time to work on (staffing, severance, retention, etc.)
  • Figuring out if they could engage outside consultants 
HR Team Post-Merger Integration Charter

HR Team Post-Merger Integration Charter

Charter Statement
Identify and define the future state OD/HR organization, philosophies, policies, procedures, programs, and support systems. In addition, identify high-level activities, tasks, and costs required to combine the two organizations into the future state organizations. Special attention will be given to high-priority (Day 1) items as well as milestone components to reach the decided end state.
Integration Plan Template

Integration Plan Template

The sixteen excel plan templates auto-display the timing of all milestones on Gantt charts. The plan templates also auto-calculate total budget costs and synergies of all integration work streams.
IMO Kick-Off Meeting Agenda: Acquirer-Acquired Company

IMO Kick-Off Meeting Agenda: Acquirer-Acquired Company

Time         Topic

8:00-8:10  Review objectives and target outcomes of meeting                                

8:10-8:30  Ensure all participants grounded in legal rules of engagement for go forward planning activities

8:30-8:45  Transaction & Timing Update  Communicate deal status and target close date scenarios 

8:45-9:00  Overview of key deliverables, timing, R&R’s, and relevant IMO process details ...

Reporting Tools

Activities by Work Stream

180 Day Post-Merger Integration Plan at 90 Days Post Close

Human Resources:
Compensation

  • Plan for mid-transition hires
  • Communicating changes to salary grade and/or pay adjustments
  • Exec Comp:  SC compensation changes in System
  • All pay changes effective April in System

401K ...
Post Merger Integration Scorecard

M&A Integration Scorecard Template

Excel Spreadsheets

10 Instructions

  1. The latest version of the Integration Scorecard/Milestones will be sent to you via email each Monday. This version will reflect all updates reported through 5:00 pm (Central) the previous Friday.
  2. Send all weekly updates to Bill Smith at bsmith@acquirer.com
  3. Make your updates directly to the latest version of the Scorecard/Milestones ...
Steering Committee Post-Merger Integration Dashboard

Steering Committee Post-Merger Integration Dashboard

The steps to create an integration scorecard and the categories to cover, plus an example
M&A Cost Synergies Report

M&A Cost Synergies Report

M&A Cost Synergies Excel Template plus Example of Completed Template

Instructions for Cost Synergy Template       

1) Log each integration activity that increases or decreases headcount and/or expenses with projected time frames.   

2) Use "Assumptions and Notes" to describe each integration activity in more detail.

3) Notes regarding general accounting treatment:

  1. Severance for reductions in Acquiree positions are generally capitalized as part of the purchase price (if the reduction is made within one year).
  2. Severance for reductions in Acquirer positions are expensed when employees are notified ...
M&A Synergy and Cost Estimates

M&A Synergy and Cost Savings Report Templates

Excel spreadsheets to track synergy estimates categorized as labor and non-labor, required and discretionary (strategic vs. nonstrategic).
Estimated Synergies

Estimated M&A Synergies Report

Report template includes conservative, optimistic, and most likely synergy estimates plus their basis for calculation, underlying assumptions, and time frame.
Merger Synergies Cross-Border Deal

Cross-Border M&A Synergies

Synergies for the following work streams:

  • Finance & Corporate Admin Phase One Americas
  • Finance & Corporate Admin Phase 2  EMEA
  • Legal & Risk Management
  • Human Resources
  • Administration
  • Manufacturing Operations
  • Information Technology
  • Customer Support
  • Columns on the Excel Spreadsheet:
Status of Post-Merger Integration Guiding Principles

Status of Post-Merger Integration Guiding Principles

Status of Integration Guiding Principles 

Live our values — no compromise
People think that overall the leadership teams are exhibiting values

Work together — no “us and them”
Still "pockets" of dominant Target and Acquirer groups

Act with urgency — make decisions quickly
Still major concerns around the day-to-day decisions are too slow…
templates for integration plan review

Templates for Post-Merger Integration Plan Review

Questions to Review Communications, Costs, and Systems in Each Plan

Communications

Risk Assessment:

What is the risk of not being able to support the plan from a communications standpoint?

Rate the risk on a scale of 1 to 10 with 1= low risk and 10 = high risk: ...

 
M&A Integration Weekly Status report

When and What to Report for a Post-Merger Integration

What do you report?
Each team member will provide the following to the M&A Task Force leader: Key Actions/Accomplishments During the Past Week, Key Issues/Decisions Required, Potential Solutions/Help Needed, Next Steps/Actions

How is it reported?
Task Force Leaders compile the individual team member reports into a team report and submit it weekly to the IMO. Alternatively, Task Force Leaders may bring the team's report to a regularly scheduled IMO meeting ... 

Communication Tools

Day 3 Through Day 1 M&A Communications Plan

Day -3 Through Day 1 M&A Communications Plan

Day -3

  • FTC gives indication that clearance is likely
  • Confirm all final communication documents are uploaded to SmartSheet

Day -2

  • FTC Clears transaction to close
  • Press release related to HSR completion
  • Issue Corporate Acquired Co Investors Press Release ...
Merger Communications Plan: Announcement to Close

M&A Communications Plan: Announcement to Close

Communication Plan includes over 300 tasks from Announcement to Close for:

The Media

Analysts

Employees

Customers & Partners

Legislators
M&A Day 1 Answers to Employee Frequently Asked Questions

M&A Day 1 Answers to Employee Frequently Asked Questions

Excerpt from Answers to Employees FAQs

  1. Is the purchase/sale of Acquiree to Acquirer finalized?
    Yes. The U.S. Department of Justice (DOJ) and Acquirer have entered into an agreement which permitted the acquisition to proceed. The Acquirer and Acquiree have both received Board and Shareholder approval and we have officially closed the deal.
     
  2. What Acquiree offices are included in the sale?
    All Acquiree’s operations in North America, Europe, and Asia are included in the deal..
Acquisition Signing Day Communications Schedule

Acquisition Signing Day Communications Schedule

Events

  • Steering Committee Call to Review Communication Plan
  • Signing
  • Acquirer Press Release Distribution
  • Acquired Co. Press Release Distribution
  • Send BU Meeting Invites
  • BU Employee Calls
  • BU Customer Calls
  • BU Customer Email
  • Supplier Calls …
Organizational Announcements: Communications Process, Schedule, and Format

Post-Merger Organizational Announcements: Complete by 90 Days

Process

  • Functional leaders and/or HR will work with Communications to publish an informational article in the integration newsletter. Broad employee announcements will only be made after all affected employees have been personally communicated with.
  • Employee severances will be handled within the functions, in conjunction with HR. No formal communication will be issued regarding individual severances. Exceptions will be handled on a case-by-case basis.
Welcome Week Letter to Acquirer’s Leaders

M&A Day 1 / Week 1 Letter to Acquirer’s Leaders

Once we receive confirmation of the close date, a member of each team should reach out to facility managers/site contacts at each of the locations you’re planning to visit to discuss the day and time of each site event and your travel logistics.

Email all facility managers a copy of the Facility Managers Guide and your Welcome Week Schedule. Both are available on the Communication Document library in Smartsheet.

It may also be helpful for you to discuss any key issues or concerns the workforce has, as you prepare for meeting with employees during your visit. Some questions to consider...
Integration Update 90-Days Post-Close from CEO

Post-Merger Integration Communications from CEO

First Page of 3-Page Post-Merger Integration Update

From: CEO
To: Employees

It’s now been three months since we combined our companies. I’d like to explain what integration challenges lie ahead and how you can continue to help.

First, I thank you all for your cooperation and hard work. Integrating two companies is tough and I recognize that many of you have put in a lot of additional effort to help the two companies begin operating as one. I thank everyone for their patience ...

 
Company Merger Announcement Template

Company Merger Announcement Template

The following includes the information to cover when announcing a merger or acquisition plus the guidelines to follow when writing the announcement.

Title:

Acquiring Company to Acquire Acquired Company (possibly mention price)

Subtitle:

Other notable information

Paragraph 1: Announcement . . .
M&A Integration Communication Matrices by Function

M&A Integration Communication Matrices by Function

Matrices completed by five work streams on M&A integrations. Includes instructions.

Instructions

Complete the 8 columns of the communication matrix with the following information: 

Type

What type of message is being conveyed?

·       The type of announcement; the main subject of the message

Objective

Why is the message being conveyed? . . .
How to communicate mergers or acquisitions to your customers

How to Communicate Mergers or Acquisitions to Your Customers

Examples of M&A communications to customers from three different acquirers. 

Excerpt from first example:

T4 has recently announced its agreement to purchase OCN to become one of the foremost business service providers in North America. This provides our customers the opportunity to access an enhanced service portfolio over a larger geographic area.  T4 is and will remain committed to supporting our customers’ mission critical requirements ... 
PE Firm Cover

Private Equity Acquisition - Talking Points and Answers to Employee FAQs

Content

Talking Points for Executives at Employee Meetings
Answers to Employee FAQs

Excerpt from Talking Points for Executives at Employee Meetings

  • Welcome everyone! It’s a pleasure to meet with you today. We’ve invited you here to celebrate the announcement of our acquisition by a highly regarded, successful private equity firm,____________.
     
  • Our acquirer provides management and oversight for the multiple businesses in their portfolio, which will soon include our company . . .
Answers in M&A to Employee Frequently Asked Questions

Answers to Employee Post-Merger Integration Questions

Answers to 43 common frequently asked questions by employees on the front-end of an post-merger integration.

  1. Will offices or other facilities be closed?
    For the time being there will be no changes and we will continue to go to market as we have in the past. We will begin immediately to get to know each other and develop plans to combine our businesses in the most effective way ...
CEO Letter to Employees about Acquisition

CEO Letter to Employees about Acquisition

Example of a CEO Letter to Employees in a Downloadable, Easy-to-Customize Word File

TO:  All Employees

FROM: CEO

SUBJECT:  Acquisition by ABA

Today we announced that OCN Inc. has agreed to be acquired by ABA. Upon closure of the deal, OCN will become part of the ABAs worldwide organization. Our combined operations will have revenue of nearly $500 million and employ approximately ... 

 
Acquisition Announcement Letter to Employees

Example: Acquisition Announcement Letter to Employees

TO: Employees

FROM: CEO

SUBJECT: Acquisition

Today marks a historic and exciting milestone for all of us: the transaction to combine the Acquirer and Acquired Co. is complete. Together, we will form a stronger business, drive further growth and innovation, and create more value for our employees, customers and stakeholders ...
Welcome Letter to Employees After an Acquisition

Welcome Letter to Employees After an Acquisition

TO: Acquired Co. and Acquirer Employees

FROM: CEO

SUBJECT: Acquisition

Today, we have completed the acquisition of Acquired Co. We have the unique opportunity to build upon our complementary portfolio, strong businesses, recognized brands and quality products to become one of the leading companies in our industry. To our newest employees, let me be the first to welcome you to Acquirer...

 
Letter to Employees - Merger or Acquisition Announcement

Company Merger Announcement Letter to Employees

Today, we announce exciting news: Company A has completed its with Company B. This is an important day for our organization and one that ensures we remain a highly competitive global company.

We plan to quickly integrate the company and finalize the corporate organization structure within the next 90 days. The success of our integration effort will be driven by how effectively our employees work together to deliver value to our customers and results to our bottom line ...
Merger Announcement Letter to Employees

Merger Announcement Letter to Employees

TO: Employees

FROM: President

SUBJECT: Merger Announcement 

Acquirer, Inc. announces that the merger with Acquiree, Inc. is now complete. Today marks the beginning of a new era for our united companies. 

News of this merger is very positive for our customers, our employees, and our communities. The combination of our companies brings ...
Acquisition Letter to Customers

Acquisition Letter to Customers

Dear Customer,

Today, we announce exciting news: Company A has completed its acquisition of Company B. This combination creates an organization even better able to serve customers and compete in the global marketplace.

Our new name is Company AB and our company's website is now CompanyAB.com. The name change symbolizes our intention to broader our business platform and deliver more value to our customers.

We know our success is dependent on your success . . .
Company Merger Letter to Customers

Company Merger Letter to Customers

Dear Joe,

We are delighted to inform you that our company is merging with Dodson, Inc., a leader in our industry. There will be minimal disruptions to our business due to the change in ownership. Our leadership team, our headquarters, and our products will remain the same. That means no interruptions in service to you.

Our new owner has the funding to grow our business in a way that will help us realize our full potential and serve you even better in the future ...

 
Letter to Customers After an Acquisition

Letter to Customers After an Acquisition

We have announced exciting news: Acquirer and Acquired Co. have completed the transaction to merge our operations.

This is a game-changing combination which will provide us with the scale, geographic reach, and capabilities to solidify our position as a leading provider of materials in our industry. Going forward, you will receive even more value from our products:

  • We will have a greater portfolio of quality products and a family of brands as well as increased capabilities to innovate superior products and systems 
  • We will tap into Acquired Co.’s industry-leading technology ...
Acquisition Announcement to Suppliers and Answers to Supplier FAQs

Acquisition Announcement to Suppliers and Answers to Supplier FAQs

Content

Acquisition Announcement to Suppliers
Answers to Supplier FAQs

Excerpt from Supplier FAQs

  1.  What is the purpose for Global Procurement?
    To provide the largest volume opportunity for our supplier business partners.  We believe that with larger volumes the supply base’s manufacturing cost will be lower, thereby reducing our cost.
     
  2.  What are the short and long-term implications?
    Short Term ...
Company Merger Letter to Vendors

Company Merger Letter to Vendors

Dear Valued Supplier,

Today, we announce exciting news: Company A has completed its acquisition of (merger with) Company B. This combination creates an organization even better able to serve customers and compete in the global marketplace.

Our new name is Company AB and our company's website is now CompanyAB.com. The name change symbolizes our intention to broaden our business platform and deliver more value to our customers.

We are excited about what the new Company AB has to offer: . . .
Human Resources M&A Survey on Resources Needed

Human Resources M&A Survey on Resources Needed

Three-page HR survey tool covering 10 key questions.

1. Please describe the anticipated level of change from the merger in your region:

a. No change 
b. Minimal change 
c. Moderate change 
d. Significant change 
e. Unable to anticipate level of change at this time

 
Example of Completed Core Message Document and Template

M&A Communications: Core Messages Example

The example of a merger core messages document serves as content for various M&A announcements and helps ensure consistent communications throughout the organizations. The Core Message Word template is also provided.

HR Tools

M&A Day 1 Onboarding Guide

M&A Day 1 Onboarding Guide

DAY 1 

Today, marks the beginning of our new organization. This Day 1 Onboarding Guide is designed to help you understand changes that are taking place (or will take place) and any actions you may need to take.

The purpose of this guide is to explain:

  • What you need to know now (Now: this week)
  • What you'll need to know and do in the very near future
  • When other changes will take place and when you can expect to hear more about them
The Four Post-Merger Integration Talent Retention Planning Steps

The Four Post-Merger Integration Talent Retention Planning Steps

During mergers, people reexamine how the organization being created fits with their personal goals and ideals. As leaders, it is important to identify those individuals most critical to the success of the merger and “re-recruit” them to stay. This document is intended to give leaders a framework for organizing their thoughts on re-recruitment. 

 
Communication of New Benefits Plan Post-Acquisition

Communication of New Benefits Plan Post-Acquisition

Content

  • Communication of New Benefits Plan 
  • Talking Points
  • Guidance
  • Vehicles
  • Assumptions
  • Timeline for Communicating Benefits Program
Post Merger Integration Compensation, Benefits, and Policy Changes

Post-Merger Integration Compensation, Benefits, and Policy Changes

Acquiree's Pre-Merger Compensation and Benefits Plan and the Acquirer's Post-Merger Changes in 40 Areas:

  1. Salary Plans
  2. Incentive Plans (Cash)
  3. Restricted Stock
  4. Overtime
  5. Exempt Overtime
  6. Overtime Meals
  7. Call-Out Pay
  8. Shift Differential
  9. Cafeteria Plan ...
Human Resources Acquisition Integration Plan

Human Resources Acquisition Integration Plan

20-page detailed Human Resources Acquisition Integration Plan that covers:

  • Organization Comparative Analysis: What are the key similarities and differences between the 2 organizations? How do we operate currently?
  • Future State Recommendation: How will we operate in the future?
  • Day 1 Items: What actions do we need to take at close?
  • Risk Analysis: What are the risks associated with transition?
    Early Wins: Are there any immediate actions we can take to demonstrate benefits and success?
  • Outstanding Issues & Decisions: What open issues still need to be resolved in order to realize transition?. . .
Human Resources Post-Merger Integration Project Plan

Human Resources Post-Merger Integration Project Plan

The Human Resources Post-Merger Integration Project Plan covers tasks for organization planning, policies, benefits, communication, compensation, and HRIS systems.

Excerpt from Plan 

Initiative / Task Name
Coordination:
Establish HR workstream leader
Select HR workstream participants
Recruit core team
Establish HR workstream meeting schedules
Cadence and frequency
Develop HR workstream detailed plan. . .
A Primer on Talent Assessment and Retention

A Primer on Talent Assessment and Retention

“AMA study found that 25% of top performers leave within 90 days of major change event”

I. Reasons Why Talent Leaves:

  • Targeted by recruiters/competition
  • Net/net perceive they are “worse off”
  • Perception of loss of sponsor/access to key decision makers
  • Changes to reporting relationships/key job responsibilities
  • Loss of compensation/benefits
  • Perception job will not meet career goals

II. Talent Assessment: ...
Example of Employee Communication about Post-Merger Jobs

Example of Employee Communication about Post-Merger Jobs

Although the integration will bring some job eliminations and job changes, the majority of roles within the combined organization will not be impacted. A necessary part of any integration is defining the new organization and opportunities as well as eliminating duplicate roles. When this occurs, we will communicate with impacted employees their specific options. 

Our goal is to share the majority of organizational decisions within 90 days after Close ...
M&A HR Due Diligence: Side-by-Side of the HR Programs

M&A HR Due Diligence: Side-by-Side Comparison of the HR Programs

11-page comprehensive comparison of HR Programs of the Acquirer and Acquiree in 125 Areas.

The programs are grouped into the following categories:

  • Defined Benefit Plans
  • Retiree Medical Plan
  • Defined Contribution Plan
  • Health And Welfare Plans
  • Career Development
HR Due Diligence Tool

M&A HR Due Diligence Tool

9-page list of data to gather to assess HR

Identify potential synergies/opportunities in these categories:

  • Culture
  • Management Team
  • Employees
  • Compensation and Benefits
  • Pensions
  • Training
  • Recruiting ...

 
Employee Retention Bonus Agreement

Employee Retention Bonus Agreement

This Retention Bonus Agreement (the "Agreement") is made and entered into effective as of October 1, 2030 (the 'Effective Date"), by and between John Doe (the "Employee") and ABC, Inc. (the "Company").

RECITALS

         A. The Company has announced the execution of an Agreement and Plan of Merger pursuant to which the Company may be acquired by another company. The Board of Directors of the Company (the "Board") recognizes that such announcement can be a distraction to the Employee and can cause ...

Governance Tools

M&A Integration RACI Matrix

Post-Merger Integration RACI Matrix

  Steering Com. IMO Funct. Teams Synergy Owners Accounting
Drives development of the overall integration plan including all the integration projects, communication plans, and achievement of synergy benefits       I  R/A    C     C  
M&A team Roles and M&A leaders

M&A Team Roles and M&A Leaders During an Integration

Steering Committee

The Steering Committee is typically made up of two to seven senior executives from both companies. Members serve in an oversight role for the entire M&A integration by providing sponsorship, making key strategic decisions, and approving integration plans.

Integration Manager

The Integration Management Office (IMO) is led by the Integration Manager, a senior executive in the acquiring firm. The Integration Manager is responsible for facilitating the work of the Integration Management Office, providing guidance and direction to the  Work Streams ...
Clean Team: Competitively Sensitive Information

M&A Clean Teams: Competitively Sensitive Information

Confidential Information

Deal Team 

  • Industry reports or analysis prepared by third parties
  • General information regarding current products and services
  • Historical aggregated financial data, including aggregate revenues
  • Information regarding the organisation of systems and processes (e.g. "back office" systems and processes like billing, IT and accounting). . . .
Invitation to Functional Team Leaders and Overview of Integration

Invitation to Functional Team Leaders and Overview of Integration

Two letters, one from the CEO and and the other from the Integration Manager, emailed to team leaders that provide information on the role of team leaders, the hierarchy of teams, the mission, team guidelines, synergy targets, scope of the integration, meeting schedule, and team launch meeting.
Post-Merger Integration Guidelines

Post-Merger Integration Guidelines

Example on how the the M&A Steering Committee and Integration Team will work together to determine governance, their reporting relationship, the process for making decisions, resolving issues, etc.

Charter Tools

How to Create M&A Integration Team Charter

How to Create an M&A Integration Team Charter

Instructions on how to create charters to document the mission, goals, scope, boundaries, and deliverables of each team. Plus a 2-page charter example and 2-page Word template.

Culture Tools

Operating Style Questionnaire

Operating Style Questionnaire

  1. What aspects of the way your organization operates contribute most to its success/effectiveness?

 

  1. What characteristics of the way your company operates most hamper or interfere with its ability to compete?

 

  1. List the company’s operating strengths.  (What does it do best?)

 

  1. What would you identify as the company’s operating weaknesses?  (Where is the company most vulnerable or least effective?) ...
Cultural Due Diligence Assessment Results

Cultural Due Diligence Interview Results

1. How do people feel about being merged/acquired?

The corporate perspective is different from the field’s perspective. Here at headquarters the questions are, “Is there room at the inn?” and “Will I go to Atlanta?” In the field, people are wondering if they will have to work for less money. Some are angry that it came to this. Did the CEO and the SVP just sell us out? People’s emotions run the gamut from “How could you do this?” to “What took you so long?”

It’s no shock that we merged, but people are set back on their heels that it is this acquirer...
M&A Culture Assessment

M&A Culture Assessment

Listed below are a number of cultural dimensions and indices that are organized across a continuum.

Step 1: Review each cultural characteristic and place an A in the column that most closely represents your perception of the Acquirer’s culture.
Step 2: Place B in the column that most closely represents the Acquired Company’s current culture.
Step 3: Calculate the absolute difference between each rating to determine the largest culture gaps ...