Getting merger acquisition integration right is normally crucial to the achievement of any new firm. But many business owners focus on strategy, the deal and the business model of their acquiring company and ignore the key nonfinancial factors that warranty success or failure.

The main factor in post-merger integration is to get the top array people in the newly blended company over the exact same webpage. As Sam Kaufman, CEO of Arrow Consumer electronics, puts it: “Integration is really regarding getting everyone on the same staff. ” And that’s a challenge since most combined companies will vary cultures, functioning models and management methods.

To accelerate the time it will take to obtain all personnel on the same team, successful M&A practitioners accelerate the integration planning method by centering on two things: 1) identifying and supporting important leaders, groups and governance structures that could enable the brand new company for capturing deal value. 2) Starting and communicating the vision and integration strategy of the finding company and the culture which will guide and support the merged business going forward.

This involves running a quick analysis of this current THAT systems, architectures and agencies of both companies to create a baseline against which long term plans may be measured. The results can be communicated to leadership and used to develop project timelines that help the business to understand just how savings will be realized. A tool just like the LeanIX Business Transformation Managing (BTM) module can help with this work.