Right timing to formally involve the integration team in cross-border M&A?
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In several cross-border deals I’ve worked on, especially where the acquirer and target sit at very different points in the value chain (e.g. manufacturing vs. brand/distribution), cultural gap and operating misalignment have proven more complex than the financial modeling.
There are a couple of key questions I find myself keep revisiting:
– Besides the integration process and model discussed in the IMAA courses, in real world transactions, especially smaller ones (deal size <USD 10MM), when and how should integration planning start, during due diligence, post-signing, or effectively only after closing?
– And more importantly, who plays the lead role between acquirer and target to ensure talent retention and alignment?Would love to hear how others approach this, especially in deals involving very different national and operational cultures.
In a nutshell, I think in smaller cross-border deals, especially where acquirer and target operate at different points in the value chain, integration planning should begin during due diligence—not after signing or closing. Early engagement helps identify cultural gaps, process mismatches, and key talent risks before they become roadblocks. While the acquirer typically leads integration, success depends on a joint approach: pairing their integration lead with a trusted champion from the target company ensures both alignment and talent retention, particularly when navigating national and operational cultural differences.
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