Too many acquisitions too quickly. What’s your approach?
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What part of integration would you prefer to leave for later, if you could choose any, if you are already at full capacity for integrations and another deal is going through? (unorthodox or logical approaches)
While I believe that HR integration (the “people” element) can never be delayed except in the most homogenous of cases between target and buyer, I might first look to see if the cost of IT integration delay is lower than the delay cost of other elements, and if so consider pumping the brakes there. Beyond that, I would consider delaying the cutover of accounting systems as long as there is a solution for interim financial control by the buyer.
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