Merger Tools and Templates

The merger integration planning tools and templates are organized under the steps of PRITCHETT's world-class M&A integration methodology.  

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

(Partial List- See eMerger Software for more tools and templates)

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

Step 2: Determine M&A Integration Governance

Roles and Responsibilities during an integration
Roles and Responsibilities During an M&A Integration
Free

Roles of different teams, leaders, and task forces in a M&A integration are explained in this two-page document.

The Executive Team consists of the most senior executives in the organization, such as the CEO, COO, CFO, and Board of Directors. Executive Team members approve overall integration plans and provide guidance and direction as required throughout the integration process.

The Steering Committee is typically made up of one to five senior executives in the organization. Members serve in an oversight role for the entire M&A integration, providing sponsorship, making key strategic decisions, and approving integration plans ...
RACI
Post Merger Integration RACI Matrix

An example of a RACI (Responsible, Accountable, Consulted, Informed) matrix that identifies roles and responsibilities for Steering Committee, IMO, Functional Teams, Synergy Owners, and Accounting.

  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  
Defines and manages integration processes including functional work plan reviews, cross-functional collaborations, issue management ...       I  R/A     I      I  
Example of completed governance document
Example of Completed Governance Document and Governance Word Template

2-page 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.

Communication and Confidentiality Guidelines

  • The Integration Team Leader will be the point of contact to the Steering Committee as well as to the Task Force Leaders. The Integration Team Leader will meet with the Steering Committee each Tuesday at 9am in Bldg. 200, Conference Room A.
  • The Integration Team Leader will report progress and escalate any issues/decisions that require senior-level input.
  • Task Force Leaders and Task Forces will report to the Integration Team Leader every Friday through their weekly status reports. Reports should be emailed to the Integration Team Leader ...

 

Step 3: Conduct Joint Integration Management Office (IMO) Meeting

How to Create an M&A Integration Team Charter, Plus Charter Example
How to Create an M&A Integration Team Charter, Plus Charter Example and Template
Free

Instructions on how the Integration Team creates a Charter to document the mission, goals, scope, boundaries, and deliverables of the team. Plus a 2-page Charter example and 2-page Word template follow the instructions.

How to Use

  1. The Integration Team Leader facilitates the team Charter discussion. S/he should use a printing white board or flip chart, paper and pens to record team members' thoughts and contributions as well as decisions made by the team.
  2. When decisions about the team Charter are complete, the Integration Team Leader should document the decisions using the Integration Team Charter template ...
Creating an HR Integration Team Charter
Case Study Exercise - Creating an HR Integration Team Charter

9-page exercise that includes background information on the Human Resources functions of two merging companies, HR organization charts, profiles of members chosen for the integration HR team, and a partially completed HR team integration charter to be completed by the reader.

Team Scope/Objective

  • Integrate compensation, benefits, stock options plans, employee development, and recruiting & retention processes. Address employee issues about the integration in a highly responsive, timely manner. Stay within budget allocated to the HR Task Force (which is to be determined).
Product Development Integration Task
Case Study Exercise - Creating a Product Development Integration Team Charter

9-page exercise that includes background information on the product development functions of two merging companies, product development organization charts, profiles of members chosen for the integration product development team, and a partially completed product development team integration charter to be completed by the reader.

Team Scope/Objective

  • Integrate software development efforts. Improve quality and instill process discipline into operations. 
Creating Information Technology Integration Team
Case Study Exercise - Creating an Information Technology Integration Team Charter

9-page exercise that includes background information on the information technology functions of two merging companies, IT organization charts, profiles of members chosen for the integration IT team,  and a partially completed IT team integration charter to be completed by the reader.

Team Scope/Objective

  • Integrate IT infrastructure as quickly as possible to support customers and core business processes.  Also, integrate IT systems to enable SOX compliance.
Creating a Sales Integration Team Charter
Case Study Exercise - Creating a Sales Integration Team Charter

9-page exercise that includes background information on the sales functions of two merging companies, sales organization charts, profiles of members chosen for the integration sales team, and a partially completed sales team integration charter to be completed by the reader.

Team Scope/Objective

  • Integrate sales and marketing processes within 3 months.  Automate the sales reporting process and train the sales staff.  Achieve cross-selling synergies.
Human Resources and Organization Design Charter
Human Resources and Organization Design Charter
Free

Includes charter statement, team scope (compensation, benefits, performance management, staffing, training, policies, etc.), key questions, deliverables, and critical success factors.

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.
Agenda of Joint IMO Kickoff: Acquirer and Acquired Company
Agenda of Joint IMO Kickoff: Acquirer and Acquired Company

Kickoff Meeting of Integration Management Office: Acquirer and 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 ...
Finance Team Charter
Finance Team Charter

2-page Word template for documenting a team charter.

Mission

To ensure the full and seamless integration of target’s finance operations into Buyer’s finance organization by Day 90 post-Close. We will utilize best practices, regardless of origin, and act with speed to capture operational and transactional value.

Our key objectives are:

  • To put in place the appropriate financial measures to gain control of the business on Day1, creating a compliant control environment, ensuring reporting accuracy, and consolidating general ledger ...
Charter (HR example)
Charter (HR Example)

HR team charter example in Excel.

Pre-Close Planning

  • Ensure individuals identified for retention; support creation of offer letters; and readiness for onboarding employees
  • Ensure plans developed to ensure readiness for Close / DAY ONE
  • International employee contracts are managed/ready for NewCo
  • Retention plan in place for all Seller employees who will not be long-term employees of Buyer
  • Recruiting plan to address new roles needed and backfills for business ...

Step 5: Develop Post Merger Integration Risk Management Plan

Risk Mitigation
M&A Integration Risk Impact/Mitigation Template

Example of completed risk identification and mitigation Excel template.

Risk: Agreement delayed / production dates push into busy season 

Potential Impact: Integration work competing with regular work at busiest time of the year for sales, production, and fulfillment.

Mitigation Plan: Make decision on transferring production into 2022 and fulfill all else from west coast

Potential Cost Impact: Rent costs for Company A, delayed realization of production efficiencies ...

 
Risk-Based Preacquisition Due Diligence Review Template
Risk-Based Preacquisition Due Diligence Review Template

Template to identify and evaluate the most significant transaction risks impacting cash flows. 

The value of every business and the buyer's realized return is ultimately determined by the amount of cash flow the business is expected to generate and by the amount of risk of those cash flows occurring. Every review item described in this template is intended to be used to help prospective investors develop a sense of expectations regarding a target business' ability to generate cash flows and to sharpen the understanding of the degree of risk to which those cash flows are subject.

 
Integration Issues Form and Issues Log
Integration Issue Form and Issue Log

Two Excel templates to document and track issues

Issues are problems, gaps, inconsistencies, or conflicts that occur during the an M&A integration. Issues can include problems with the employees, technology, shortages, or any other problem that has a negative impact.  If issues remain unresolved, the integration may suffer delays and overruns. Each issue should be monitored and assigned an owner.

 
Integration Issues Risk Form and Risk Log
Integration Risk Form and Risk Log

Two Excel templates to document and track risks

A risk is an event that has not happened while an issue is something that has happened. 

As you identify each risk, determine which integration team member will be responsible for tracking and reporting it. The owner of the risk is responsible for implementing a plan to resolve a risk if it becomes an issue.

Prioritize your integration risks based on the likelihood that they will occur and the severity of the problem if they do occur.

Step 6: Develop Post Merger Integration Culture Plans

Operating Style Analysis
Operating Style Analysis (Part I)

An inquiry into the day-to-day operating fundamentals that reflect the cultural basics of how the business is run.

  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?) ...
Operating Style Analysis Part- II
Operating Style Analysis (Part II)

A survey focused on cultural traits in eight areas that are often determined to be mission-critical.

1. Spending Habits: Frugal or Free Spending
Comments regarding this issue: __________________________________________
 

2. Decision-Making Process: Deliberate or Expeditious
Comments regarding this issue: __________________________________________
 

3. Power and Authority ...
Four Levels of Change Survey
Four Levels of Change Survey

An assessment of how an organization’s culture influences its ability to function as an adaptive system.

1. Our outfit has a relentless drive to improve.

2. The attitude here is optimistic.

3. This work group exhibits a low tolerance for uncertainty and ambiguity.

4. We’re bureaucratic and rule-oriented.

5. Our work pace is fast ...
Culture Mapping Exercise
M&A Culture Assessment
Free

3-page assessment that calculates the degree of cultural differences in key areas

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 ...
Culture Context Questionaire
Culture Context Questionnaire Results

This 14-page document includes actual responses to 17 questions about the current situation, company identity, perceived culture of both companies, and the expected changes as a result of the merger. 

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 ... 

Step 7: Develop Post Merger Integration Communication Plans

Answers to FAQs
Answers to Rolling Employee FAQS

The 5-page example provides answers to more than 30 frequently asked questions from employees in a merger.

Q: Will my benefits change (insurance, 401k, etc.)?

A: Employees currently enrolled in the target Company benefits plans will continue their coverage under the current provisions of their benefits package.  Once your job is transitioned to New York you will receive information on COBRA that will allow you to continue their benefits for up to 18 months.

Q: Do I need to start answering the phone as an Acquirer employee?

A: No, you will continue with conducting business as usual and answering the phone as Target Company. 

Q: Will I be reporting to someone from Acquirer ...
Example of Completed Core Message Document and Template
Example of Completed M&A Core Message Document and Core Message Template

The 4-page example of a merger core message 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.

Right now, there are going to be more questions than answers.  Our commitment is to make decisions and come to conclusions on a comprehensive integration plan by [month, year].  Many of you will be asked to help with this planning task personally.  And even if you are not involved with planning directly, you will be asked to help with the transition by focusing extra attention on serving our clients ... 
Merger Communications Plan Checklist
Merger Communications Plan Checklist

A useful, simple one-page checklist to plan your messages.

Communication during a merger should not be improvised. Use the below matrix to plan your messages.

Select "Yes" or "No" for each question, and type an explanation. After you deliver the messages, answer the last two questions to help with future communications.

  1. Is the message completely accurate?
  2. Does the message cover all pertinent issues regarding the topic ...

 
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 ...
Information Technology: Day 1 Answers to Frequently Asked Questions
Information Technology: Day 1 Answers to Frequently Asked Questions

Information Technology: Day 1 Answers to Frequently Asked Questions

Most IT processes and procedures will remain unchanged on Day 1. Acquired Co. and Acquirer’s IT teams will be working closely together over the next several months to bring our IT systems together in the way that best suits the needs of the business. In the meantime, review the FAQs below to learn more about the IT transition and what it means for you. For even more information, check out the FAQ on Integration Central at http://www.ourcompany.com/integration ...
Communication Planning Template
M&A Communication Planning Matrix

Spreadsheet identifies key elements of communication plan including stakeholders, key messages, timing, priority, and concerns. 

Excerpt:

Supplier
All current contracts remain in force and will be honored. No interruption in invoicing or bill paying process. All valid outstanding invoices will be paid timely.

Managers
No changes in existing organization, all current management positions are unchanged. Merger is good for the business and will stimulate growth, but there is work to do to integrate with new entity. Function/ department specific message as determined by responsible Executive Committee member. Key message point to be delivered to employees in groups and reinforced in
individual discussions.

Customers
Merger will strengthen company and add to its capability to deliver top products ...
Stakeholder Analysis Template
Stakeholder Analysis Template for a Post Merger Integration

Spreadsheet that includes the following columns for each stakeholder group:

  • Stakeholder concerns
  • Ability to influence 
  • Change impact
  • Activities
  • Timing
  • Ownership
  • Resource requirements

 

Step 8: Develop Post Merger Staffing & Retention Plans

Staffing Retention Checklist
Staffing and Retention HR Checklist for an M&A Integration

The sections of the document are as follows:

  • Assessment of Turnover and Discussion of Retention Needs
  • Status update on memo regarding org. design and synergies
  • Staffing Toolkit
  • Status Update on Tier 2 Interviews and Selection
  • Job Descriptions and Professional Assessment Forms
Re Recruitment Analysis and Plan
Re-Recruitment Analysis and Plan

Document covers the four steps involved in preparing a retention plan and includes a plan template.

  1. Assess Impact of Loss – Identify how critical each individual is to the business.
    • “1” = Critical – This individual is extremely critical to the organization during the transition and/or moving forward with the organization.   Replacement would be nearly impossible within a short time frame and would seriously jeopardize the transition and/or beyond. 
    • “2” = Important – This individual is critical to the organization and replacing them would be difficult resulting in delays and disruptions during the transition process and ...

  
Human Resources Acquisition Integration Plan
Human Resources Acquisition Integration Plan
Free

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?
  • Cost/Benefit Analysis: What are the costs and benefits associated with transition to the future state?
  • Outstanding Issues & Decisions: What open issues still need to be resolved in order to realize transition?
  • Communication Plan: What needs to be communicated (when & to whom) regarding the decisions that have been made?
HR Due Diligence Tool
HR Due Diligence Tool

9-page list of data to gather and assess HR

9-page list of data to gather and assess HR

Identify potential synergies/opportunities in these categories:

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

 
A Primer on Talent Assessment and Retention
A Primer on Talent Assessment and Retention
Free

3-page primer covers factors to consider and recommended steps

“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: ...
Acquirer's Approach to Talent Selection
Acquirer's Approach to Talent Selection

The Acquirer’s Approach to Talent Selection in an Acquisition is aimed at anticipating employee initial questions and providing perspective on talent selection.

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 ...
Organizational Announcements: Communications Process, Schedule, and Format
Organizational Announcements: Communications Process, Schedule, and Format

Organizational announcements: protocol to follow when communicating outcomes of the talent selection process

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.

Step 9: Develop M&A Project Integration Plans

Evaluation of HR OD high level plan
Evaluation of HR/OD High-Level M&A Plan

Evaluation criteria in this 3-page Word document includes feedback to the HR/OD Team on The Team Charter, Plan, Organization Comparative Analysis, Future State Recommendation, Day 1 Items, Risk Analysis, Early Wins, Cost/Benefit Analysis, Outstanding Issues & Decisions, and Communication 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 
Corporate Mergers and Acquisitions Survey
Corporate Mergers and Acquisitions Survey on Human Resources Support Needed

Four-page HR Survey Tool

Region Name __________________________

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

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

 
High Level M&A Plan
High Level M&A Plan Review Meeting: Questions, Open Issues, and Action Items

The 1-page Word template is used document additional questions, issues, or action items requiring follow up after a planning meeting. 

This form is not for questions, issues, or action items that were already discussed, recorded, or resolved.
How to identify integration priority
How to Identify Integration Priority Initiatives and Priority Initiatives Template

A team may feel overwhelmed by the large number of identified initiatives. To assist on how to prioritize projects, we provide evaluation criteria on the Priority Initiatives Template.

Review each initiative against the following guidelines:

  • Is it in line with our integration strategy?
  • Will it help us achieve our corporate goals going forward?
  • Will it help us to serve our internal/external customers?
  • Will it help us to achieve the synergies or cost savings behind the merger/acquisition?
  • How risky is this initiative ...
Human Resources Acquisition Integration Plan
Human Resources Acquisition Integration Plan
Free

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?
  • Cost/Benefit Analysis: What are the costs and benefits associated with transition to the future state?
  • Outstanding Issues & Decisions: What open issues still need to be resolved in order to realize transition?
  • Communication Plan: What needs to be communicated (when & to whom) regarding the decisions that have been made?
223 Data Requests from Acquirer to Acquired Company for the Integration
223 Data Requests from Acquirer to Acquired Company for the Integration

Acquirer’s 223 Data Requests from Acquired Company for the M&A Integration (categorized as Sensitive or Non-Sensitive Information)

Sensitive Information

  • Top 20 customers by business sales
  • Revenue for past 3 years by source,
  • Sales:  Rebates & Discounts
  • Top 100 suppliers and the AP spend month by month last 24 months. 

Non-Sensitive Information

  • Financial systems for reporting and transactions...
M&A Synergy Work Plan
M&A Synergy Work Plan

For each synergy row in the Excel spreadsheet, there are the following columns: Status, BOD Commentary, Category, Detail, Description, Initiated Date, Likelihood, Impact, Dead Synergy, Start Date, Completion Date, Actual by Month, Cost to Achieve, Variance, and Annual Target EBIT.

Synergy types include Headcount, Operations, Sales Procurement , R&D Cost Savings, Pricing Rationalization, Procurement, and Cross Selling.
Integration Scope Change Request Form and Scope Change Log
Integration Scope Change Request Form and Scope Change Log

Two Excel templates to document and track scope changes

The impact on resources required and the timeline should be well understood before a scope change is approved. Each approval should be documented .

Scope creep is a common affliction of integrations. It's where scope changes happen slowly and unofficially, without changing due dates or otherwise making adjustments to the budget.
Integration Dependency Form and Dependency Log
Integration Dependency Form and Dependency Log

Two Excel templates to document predecessors and successors to dependencies

Dependencies mandate tasks be executed in a specific sequence. They should be rigorously tracked because they can help you:

  • Determine the right order of activities in the M&A integration.
  • Calculate the critical path of the integration
  • Identify resource and scheduling issues 
  • Identify opportunities to accelerate the schedule
Workstream Status Report Template
Workstream Status Report Template

Template used to update the status of workstreams and plan for the near term future.

Columns include:

  • Accomplishments
  • Milestones
  • Issues/Decisions/Input/Collaboration Needs 
  • Schedule
  • Issues
  • Risks
  • Status
  • Plans for the Next 2 Weeks
Workstream Status Report - Sales
Workstream Status Report - Sales

Example in Excel track the Sales work stream status including progress town Pre-Close, Day 1, Day 30, Day 90, and Day 180 milestones.

Milestones

Pre-Close Period

  • Short-Term target list for short-term wins
  • Establish opportunity input, tracking, and reporting in Salesforce
  • Define marketing support
  • Determine dedicated resources for support sales activity
  • Define sales enablement activity / owners

DAY ONE (Close Phase)

  • Key talking points for Sales
  • Product introduction, product information resource center ...
Target Operating Model and Roadmap Template
Target Operating Model and Roadmap Template

Excel spreadsheet used to compare today’s operating model to the targeted operating model, and define the plan (Pre-Close, Day 1, 30,  90, 120) to close the gaps. Columns include:

Buyer As-Is Assessment
People, Processes, Systems & Tools, Assets & Infrastructure, Contracts

Seller As-Is Assessment
People, Processes, Systems & Tools, Assets & Infrastructure, Contracts

End-State Target Operating Model
Gaps and Transformation Steps
Estimated Synergies
Estimated M&A Synergies Report

Report includes conservative, optimistic, and most likely synergy estimates plus their basis for calculation, underlying assumptions, and time frame.

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

Example of Completed Decisions Required
Example of Completed Decisions Required Tracking Document and Decisions Required Tracking Word Template

The one-page example lists the decisions that need to be made and by whom in order to construct a comprehensive integration plan. An additional one-page Decisions Required Word Template is also provided.
Example of Major Integration Milestones
Example of Major M&A Integration Milestones and Major Milestones Word Template

One-page example of milestones and timeline, information that the Integration Team Leader uses to lead the integration planning effort and to construct a presentation to the Integration Team.

One-page Major Milestones Word template is also provided.
Implementation Status Report
M&A Integration Implementation Status Report

The subheadings of this one-page Word template include: 

  • Project Status (maximum 5 bullets)
  • Key Learnings (list top 3-5)
  • Describe the Current State of Organizational Change (include actions needed)
  • Key Barriers and Risk Factors
  • Resource Requirements
  • Plans for Next Week ...

 
Integration Team Weekly status
Integration Team Weekly Status Report

One-page template that provides status of integration activities over the past week

1. Key Actions and Accomplishments During the Past Week:

2. Key Issues/Decisions Required:

3. Potential Solutions / Help Needed:

4. Next Steps / Actions ...
Activities by Work Stream
At 90 Days - Activities by Work Stream

List of tasks by work stream (IT, Law, Finance, Corporate, HR, Operations) remaining to be completed

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 ...
Synergy tracking tool
Synergy Tracking Report
Free

Examples of overhead cost and synergy projections, and synergy tracking report (by type, work stream, and risk)

Headings of 29 Columns in Synergy Report Excel Template

  1. Synergy Initiative #
  2. Function - Business/Product Line - Sub-function
  3. Workstream
  4. Workstream Ref #
  5. Description of Synergy Opportunity
  6. Category
  7. Date Original Input
  8. Date Updated
  9. Eliminate Redundancy …
M&A Integration Weekly Status report
M&A Integration Weekly Status Report - What and How to Report, Example, and Weekly Status Report Template

Instructions on weekly status reporting plus and one-page Word template of weekly status report.

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 and review the report with the IMO and other Task Force Leaders ... 
Overall M&A Integration Scorecard
Steering Committee Integration Dashboard
Free

The steps to create an integration scorecard and the categories to cover, plus an example

Goals (Example)

Cost Synergies
Reduce operating costs by $30 million
Reduce SG&A headcount expenses by $150K
Decrease inventory by $150MM
Reduce headcount by 100 FTE

Market/Customer Synergies
>98% retention of key customers ...
 
Acquisition Signing Day: Communications Overview and Schedule
Acquisition Signing Day: Communications Overview and Schedule

Acquisition Signing Day Plan Example Covers Communications Overview and Schedule. Includes columns for Events, Responsibility, Date and Time, Audience, and Supporting Materials

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 …
Welcome Week Letter to Acquirer’s Leaders
Welcome Week Letter to Acquirer’s Leaders

Welcome week letter to acquirer’s leaders covers what’s needed from them and what they can expect.

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:

  • Are there unique things about the facility, workforce, contract, etc. that may come up during Q&A sessions?
  • Has the facility undergone recent expansion, reductions in force, changes in structure or management?
  • What has morale been like since the deal was announced?

The Master Welcome Week Location List in Smartsheet has your facility contacts and contact information ...
Integration Management Office Tools
Integration Management Office Tools

35-page document that includes 15 tools and templates frequently used by an Integration Management Office.

  • Day 1 Communication Plan
  • Communication Planning Template
  • Cross Project Coordination Template
  • Integration FAQ
  • Issue Escalation Template
  • Integration Scorecard Tool
  • Post Integration Survey
  • A Primer on Governance
  • Quick Wins Tool
  • Risk Management Template
  • Sample Welcome Letter
  • IMO Best Practices
  • Facility Data Sheet
  • Action Items
  • Lane Reporting Template
  • Project Close-out and Lessons Learned
Letter to Employees - Merger or Acquisition Announcement
Letter to Employees - Merger or Acquisition Announcement

Word document for the CEO's merger/acquisition announcement to employees.

Today, we announce exciting news: Company A has completed its acquisition of (merger 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.

Company leaders will be visiting the new operations over the next few days to talk with employees about what this transaction means and what they can expect going forward.
Acquisition Letter to Customers
Acquisition Letter to Customers

2-page Word document for the CEO's acquisition announcement 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, and we are excited about what the new Company AB has to offer:
Company Merger Letter to Vendors
Company Merger Letter to Vendors

Word document for the CEO's merger/ announcement 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: . . .
synergy template
M&A Synergy Template

The M&A Synergy Template captures synergy description, timing, assumptions, risks, cost to achieve, optimistic, conservative, and most likely synergy projections plus actual net synergies achieved.

Step 11: Capture M&A Integration Lessons Learned

Lessons Learned Report
Example of a Lessons Learned Report and Lessons Learned Report Word Template

The two-page document is an example on the data collected by The Steering Committee, Integration Team, and Task Forces about what went well during a merger and what should be changed for the next Integration. The two-page Lessons Learned Word template is also provided.

On chartering the team(s)
Review the Charters semi-monthly to ensure Task Forces are consistently on track

On creating, reviewing, and approving Detailed Project Plans
Include fewer people in the review process (it took too long) ...

 
Post Merger Integration Best Practices Tracking
Lessons Learned: Post-Merger Integration Best Practices Tracking Tool

The Steering Committee, Integration Team, and Task Forces collect information about what went well and what should be changed during the next Integration. This meeting should be conducted before the Integration teams have disbanded. Lessons Learned should be fed back to the next Steering Committee and Integration Team for the next Integration Planning effort.

Two-page example and two-page PDF template.