Introduction:

This workflow is designed to walk you through every stage of the post-merger integration process from pre-planning to post-mortem. 

At the latest, this workflow should be run prior to closing while the pre-deal due diligence is still in progress

Details in the first two sections that should be decided well in advance are included here for documentation purposes.

For added efficiency, this workflow can be run as soon as negotiations commence to record information as it's decided. 

INFO: For step-by-step guidance on creating, editing, managing, and running workflows, read Getting Started with Process Street: The 5 Stages of Process Building.

Document PMI details

Record the principle details of the post-merger integration process. 

The following task uses Conditional Logic. To learn more about Conditional Logic, read about it in our Knowledge Base or watch the tutorial below.

INFO: If yes is selected, then an additional task will appear to enter the external advisors' information.

If no is selected, then that task will automatically be skipped.

Conditional Logic tutorial (2:57)

Enter details for the external advisors

Provide the relevant details for all external advisors involved in the PMI process. 

INFO: If you want to add or change the form fields in this task, read our guide on using form fields in the Knowledge Base. 

Complete the integration due diligence

Complete this task once the decision has been made to proceed with the deal. 

INFO: How Do Subtasks Work?

  • 1
    Obtain relevant data on Target's business activities
  • 2
    Obtain relevant date on Target's business areas
  • 3
    Review pre-deal due diligence report

M&A strategy & defining principles:

INFO: This section contains an Approval task. Read our Approvals Guide in the Knowledge Base for details on this feature.

The details of your M&A strategy should be clarified at least 3 months before the deal closes

List core strategy issues

Document all assumptions, priorities, targets, and risks in this task. 

Include all items that may be possible, even if they don't seem to be likely.

Determine methods to address strategy issues

Document your solutions to the potential strategy issues. 

In the Integration Planning section, you will be directed to create concrete plans for these issues. 

Define integration parameters

This task will provide the framework for your integration strategy by clarifying the PMI process

Document the guiding principles

Senior executives must agree and formalize on the PMI guiding principles.

INFO: The Approval feature in the following task should be used to ensure all the relevant individuals are informed and approve of the agreed principles. 

Approval: Guiding principles

Will be submitted for approval:
  • Document the guiding principles
    Will be submitted

M&A integration governance:

Confirm key roles

Provide the names and contact information of the individuals who will be performing key leadership roles during the PMI process.

  • 1
    Finance & Control
  • 2
    Legal
  • 3
    IT
  • 4
    HR
  • 5
    Communications
  • 6
    Customer Finance
  • 7
    Sales & Marketing
  • 8
    Parts & Services
  • 9
    Production & Sourcing
  • 10
    R&D

Set up team structure

PMI Best Practice: Include team members from both Buyer and Target organizations to ensure appropriate knowledge, skills, and expertise of systems and assets is utilized.

Members of the Integration Steering Group are responsible for providing guidance and direction during the PMI process. 

The Integration Management Office (IMO) is the central coordination point for all teams.

All additional teams should be organized by one of the below:

  • function
  • business unit
  • product line 
  • process ownership
  • geographical location

    Establish team protocols

    Use this task to document the specific roles, responsibilities, sequence, and goals for each team during the PMI. 

    INFO: To further add, edit, or customize this task, read our guide on How to Edit Workflows

    Conduct IMO meeting

    During the IMO kickoff meeting, clearly define the boundaries for integration work. This ensures that responsibility overlap is minimized and efficient coordination is fostered. 

    This meeting will lay the necessary groundwork for all activities that following during the PMI process

    Confirm that all the individuals listed below are in attendance. 

    • 1
      Steering Committee
    • 2
      IMO
    • 3
      Workstream leaders from Buyer company
    • 4
      Workstream leaders from Target company
    Meeting Itinerary
    • 1
      Explain the rationale for the deal
    • 2
      Review the integration's objectives
    • 3
      List non-negotiables
    • 4
      Document core messages to be communicated
    • 5
      Establish synergy targets
    • 6
      Agree on the end-state vision
    • 7
      Confirm governance structure
    • 8
      Confirm pre-close rules of engagement
    • 9
      Determine planning templates to use
    • 10
      Determine charter templates to use
    • 11
      Decide which integration methodology to follow
    • 12
      Review the integration process

    Approval: IMO meeting targets

    Will be submitted for approval:
    • Conduct IMO meeting
      Will be submitted

    PMI staffing & retention plans:

    Best Practice: Retention efforts for key personnel should begin before the deal is formally closed. 

    Your staffing and retention plans will determine the direction of your company as well as your workforce's perception of company values

    It is not uncommon for employees at both the Buyer and Target company to choose to leave during an M&A. 

    Mergers and acquisitions are emotionally charged experiences for employees. To successfully merge workforces and retain key individuals, be sure to address their emotional and psychological needs.

    Evaluate onboarding process

    INFO: This task uses Conditional Logic. To learn more, read our guide on Conditional Logic

    Assess staffing needs

    Complete the following tasks in order to develop an effective assessment of your future staffing needs:

    • 1
      Determine which roles will become redundant
    • 2
      Evaluate Target employee skills and expertise
    • 3
      Evaluate Buyer employee skills and expertise
    • 4
      Determine the key personnel of Target
    • 5
      Determine the key personnel of Buyer
    • 6
      Establish a re-recruitment strategy for retention
    • 7
      Assess potential team and departmental restructuring

    Integration planning:

    Create a risk management plan

    Your risk management plan should include the following:

    • Objectives
    • Risk identification
    • Risk assessment
    • Response strategy
    • Monitoring method

    Develop the company culture integration plan

    Remember that what is best for everyone is not necessarily what's best for a specific individual.

    Your culture integration plan should focus solely on mission-critical items. 

    Do not get sidetracked trying to meet every individual preference

    Design the integration communications plan

    A detailed integration communication plan will:

    • Reduce employee anxiety and cynicism
    • Protect Buyer's credibility
    • Prevent top management from being accused of reneging on promises

    Best Practice: Your communication plan needs to be clear, honest, realistic, and transparent. Do not overpromise or preemptively announce successes.

    • 1
      Transfer all issues from due diligence report
    • 2
      Review current practices of Target company
    • 3
      Review all marketing communications
    • 4
      Establish a consistent voice for all future communications

    Finalize project integration plans

    Use this task to outline how and when major resources, assets, and processes will be combined.

    This plan needs to provide clarity so that the work seems both logical and achievable

    A good project integration plan will align with employee expectations and facilitate employee optimism

    Summarize Day One plans

    Approval: Day One Plan

    Will be submitted for approval:
    • Summarize Day One plans
      Will be submitted

    PMI execution:

    This section will take place starting on Day One and lasting through Day 100 (or longer depending on individual situations). 

    During integration execution, it is vital to continuously evaluate and take stock of progress and success metrics. If targets and goals are not being met, you may need to adjust your strategy to accommodate. 

    Execute acquisition integration plans

    Complete this task once you have executed your Day One plans. 

    Best Practice: Remember to ruthlessly prioritize the critical few to maintain momentum.

    Best Practice: Ensure financial synergies are prioritized during integration.

    Conduct the post-mortem merger examination

    Once the merger has been completed, conduct a post-mortem merger examination to evaluate what was successful, any mistakes or obstacles, and what could have been done differently

    Identify PMI mistakes

    Complete workflow run

    Congratulations! You've successfully completed your post-merger integration!

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