Integration Strategy Shift
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How often does your organization’s M&A integration strategy shift? I am experiencing a shift in this at mine and we are now working through integration for a backlog of acquired entities, some of which were acquired years ago now. What is the best way of working through challenges with teams further our post-merger?
A few years ago I had a similar experience. What worked very well was to classify the projects by priority and urgency and treat them as a program. Then a dedicated team was created. In each department we identified a PMI Specialist. The team leaders of the departments were called by the CEO who made clear to everyone the importance of integration projects and the role of the Integration Manager.
Does your integration strategy recognize for instance type or maturity of the acquired entities? A dynamic strategy with options to adapt to different situations might help to prioritize.
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