The following Key Considerations for Success were incorporated into the Acquisition Integration Playbook, onto which all processes, guidelines, roadmaps, and strategies were based.

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Start integration planning during due diligence

If possible, include key leaders in due diligence process to provide a comprehensive assessment of the target company, who are then part of implementing the changes and integration.

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Invest early and often in cross pollination

Drive teams together with activities (e.g., interdependency workshop, Functional Team Lead meetings, process mapping).

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Secure dedicated resources

Taking on integration work in addition to “day jobs” is overwhelming; find full-time integration resources at both at the senior and junior levels where possible.

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Strive to have the same select team in place throughout the entire integration

Select individuals with (1) business experience, (2) relationship skills, and (3) discipline. Be sure to include representatives from the acquiring and target company. Ideally, maintain the same team leaders and members pre- and post-close. If not possible, focus on planning the pre-/post-close transition earlier.

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First focus on combining the companies, then tackle efficiency and other improvement

Integrations result in a lot of changes for a company to absorb at once; it is important to get to a single operational baseline as quickly as possible. Communicate decisions early and with conviction (e.g., make it immediately clear that the acquiring company's systems and processes will be used with clear guidelines for exceptions). 

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Templates are essential; to be effective, they require a clear roadmap and communication plan

Templates are critical to drive the planning process; roadmaps showing teams the purpose of the templates and how they fit together are essential to minimize rework. A dedicated project manager to “quarterback” the execution of the templates allows functional teams to focus on providing subject expertise.

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Establish and vet Value Capture baseline early

The Value Capture process should begin with a robust baseline process, create targets by function that can be bridged to the P&L, and rely on the acquiring company's accountability systems to track ongoing performance. Internal and external stakeholders will expect to see Value Capture reflected in the P&L; the program should be built accordingly.

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Lock in top level organizational decisions

Set a solid deadline for organizational decisions and avoid delays. Delays in top-level org decisions adversely affect the efficiency of other org decisions and the ability to plan business processes. They also create unnecessary anxiety among the staff that is disruptive to business. Announce partial decisions when possible.

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Dedicated integration governance is essential early, but leverage existing accountability systems where possible

Dedicated integration teams (e.g., IST, IMO) are essential to ensure high commitment and focus on the integration. However, any new structures need to complement existing accountability systems. Carefully consider when to sunset the integration structures and have the existing structures take over.

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Over communicate

Important to keep people from wondering about the integration and the impact of integration on them (e.g., if they still have jobs) but avoid making unrealistic promises (e.g., deadlines for decisions that may be missed); do not create burdensome standards for internal communication that inhibit frequent communications.