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Who should own a post-merger integration capability? Should it belong in the Strategy & Corporate Development function, as an execution arm to realize the strategy? A strategic initiatives group that executes on enterprise initiatives? Or somewhere else?
In my opinion each divisional leader should own post merger integration capability. Strategy and overall plan are developed and drive by corporate leader. It is up to each group/team to execute post merger.
There should be a dedicated owner that is responsible for handling integration as a program. They should work with each area (HR, sales, finance, etc) to ensure appropriate results and progress. The accountability ultimately for the success of realizing the synergies/value should be at the Board level!
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