Integration Management

Thorsten Feix ()
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Thorsten Feix: Hochschule Augsburg

Chapter Chapter 4 in End-to-End M&A Process Design, 2020, pp 173-244 from Springer

Abstract: Abstract The history of M&A is littered with transactions which collapsed under the weight of integration issues and culture clashes. The Integration Management has to address these challenges as the third primary E2E M&A Process Design module which complements the M&A Strategy and the Transaction Management. The term “Integration Management” instead of Post-Merger Integration is used by purpose, as the E2E approach demands that integration issues are thought about from the very beginning of a transaction to avoid typical M&A pitfalls at a later stage. The Integration Management consists of four submodules: The Integration Strategy, based on the originally intended transaction rational and targeted synergies, provides a sketch of how the integration should be tackled. It includes as well the targeted Joint Business Design (JBD) and the intended transition to the Joint Culture Design (JCD). The Integration Masterplan (IM) builds upon the Integration Strategy and breaks it down into specific integration-modules, -initiatives and workstreams. Besides, the IM defines the dedicated culture transition program, defines the Integration-Project House (IPH), assesses the integration capabilities and establishes a suitable integration toolkit, including Integration Scorecards. The Integration Masterplan has to be mirrored and integrated with the Synergy Management and supplemented by a transparent and continuous communication flow. The JBD and JCD are the guiding principles for the Transition Management which takes care of the short-, mid- and long-term implementation of the Integration Masterplan. The IPH and change agents make this transition happen, but also top-management guidance and commitment are mandatory for a successful integration. Last not least, the Integration Monitoring and Controlling intends an early identification of potential gaps between actual and projected integration performance, and defines suitable counter-measures, if necessary. It closes with a summary of the lessons learned to professionalize the inhouse M&A capabilities and redefines integration levers to scale the full value potential of the JBD and JCD even beyond the integration horizon.

Keywords: Day One readiness; Frontloading (of core integration matters); Freezing Joint Business Design (JBD); Freezing Joint Culture Design (JCD); Integrational Learning & Best Practice-Platform (Il&BP-Platform); Integration Masterplan (IM); Integration Scorecard (ISC); Integration Strategy; Integration Tool-Kit (search for similar items in EconPapers)
Date: 2020
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DOI: 10.1007/978-3-658-30289-4_4

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