Integrating an acquisition can be a daunting task. In order to achieve projected synergies, it may require extensive restructuring of both companies as well as a corresponding reassessment of human resource needs. Such a task requires extensive planning, well-conceived communications, and well-structured processes.
A successful integration starts with choosing the right candidate and closing the right deal. Simply put, no integration can overcome a flawed deal. In fact, many of the problems that surface in the integration stage are really manifestations of mistakes made in evaluating the candidate or structuring the deal.
Assuming a sound deal has been closed, successful integration revolves around a few key issues:
- An overall integration plan consistent with realizing the value-creating potential of the acquired company;
- A structured, detailed, and closely managed integration process which is led by the appropriate line of business executive and driven by measurable objectives;
- A human resource approach that assesses human talent, addresses cultural and managerial process differences, and provides appropriate ongoing communications.
