A merger or acquisition can be an effective way to accelerate expansion and growth by leveraging additional channels, customer segments, or other important assets. By merging the retail presence of a company with the distribution channels of another creating an extensive product range that caters to different demographics. It also opens up new opportunities in the market, such as by merging with or acquiring companies that operate in a specific geographic area.

Companies that don’t manage M&A integration well risk destroying value by taking up too much time and attention. They may lose talented employees who feel disenfranchised by a new organization and decide to switch to pursue other opportunities. In addition, poorly planned system migrations can cause confusion for managers and distract them on the business at hand.

A common mistake made during M&A integration is the desire to move acquired systems and processes too quickly to gain cost savings. This can lead to major disruptions to customers as well as a lot of extra work.

It is preferential to establish clear guiding principles and the level of integration needed to meet the requirements. This helps leaders build strong relationships with functional work stream leads and IMO to increase transparency and accountability. It also helps to improve communication around the program. It is also important to establish a weekly cadence for IMO teams to communicate with the SteerCo to ensure daily progress and escalate risks. This provides the IMO with the transparency and accountability that it requires to implement the integration plan.


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