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Introduction to Acquisition Integration

Learn some of the concepts for integrating an acquired business

When people talk about "being acquired", they are probably referring to the integration of the acquiring and acquired businesses. This course

Introduces some of the fundamentals needed to be successful at acquisition integrations
Shows a recording on one of our training cohorts
Contains a free download to help you prepare the integration communication plan

This course addresses the following questions:

How are the integration teams and decision makers organized?
What are the important considerations for budgeting an integration
How long can an integration take?
What audiences should you communicate an acquisition to?
What is a training cohort?

The course also:

Dispels some myths about integrations
Offers a free download to help create your integration communications plan

Take this free course to learn some of the fundamentals of acquisition integration

Access the Introduction to Acquisition Integration course

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Certified Acquisition Integration Manager®

Training, certification and mentoring for you to deliver the value of your M&A through successful integration

Introduction to Acquisition Integration

FREE TRAINING

Sample of topics from the Certified Acquisition Integration Manager® course and an example of a training cohort

Getting off the Ground

Considerations that leadership should have before acquiring, discuss 6 myths about integrations, and differentiate between the priorities of the acquisition team and the integration team

Different Ways to Integrate

Four broad-category approaches to integrating an acquired small or mid-size business, along with the “Keep Separate” strategy

The Integration Organization

The teams that oversee, manage and deliver an acquisition integration; the members of these teams, their roles, qualifications and ideal qualities

Integration Objectives

Initiatives that define the focus areas, for the journey ahead: how to identify the objectives, and how these fit into the SSIM™ as a whole

Finance in Integrations

Learn how to estimate and budget the finances of an acquisition integration: three types of cost estimation, budget submission, and three types of synergy

Staff Retention after an Acquisition

Retention should be a priority of smaller integrations. We discuss non-financial and financial incentives, and introduce The Staff Retention Toolbox

Onboarding Acquired Staff

Onboarding an entire acquired business is complex, emotional, and critical to the success of integrating acquired smaller businesses

Preparing for Day 1

How you announce and welcome new employees is the difference between integration success and failure. Here we teach how to prepare and deliver the Day 1 announcement

Communication during Integrations

Learn how to communicate to the different audiences for an integration, applying seven communication objectives

Creating Acquisition Integration Projects

Walk through the process of turning integration objectives into workstream charters, and deriving the high level and details tasks.

Building trust with all parties

Intista provided invaluable knowledge and assistance during the creation of our original integration plan in anticipation of our initial acquisition. The combination of general training and individualized assistance provided the confidence to successfully create and execute on our plan. Of special note is the importance Intista gives to the human side of integrations. Building trust with all parties involved by being direct, honest and compassionate in all aspects of communication and actions is critical.

I would recommend Intista to those looking at their first acquisition and merger project or those looking to improve their integration experience for all involved.

Ed Vaughen - Director of Acquisition Integration, Flagger Force

A Clear Path to Success

Our company had minimal experience in acquisitions and integration planning. Intista and specifically their consultant Marshall Wenrich offered valuable guidance in establishing our PMI plan and in creating an appropriate structure to execute and monitor progress, leaving us with a clear path to success.

Mitch Kauffman - CEO (now retired), Wacoal America

Holistic Thinking

Really appreciate your dedication, professionalism, hard work and holistic thinking.

Wyatt Campbell - COO, Matrix Medical Healthcare

Strongly Recommended

We [were] dealing with a big integration project between a China and a Europe based company.

A great experience... [the] contribution to our email migration project is highly appreciated, excellent communication and coordination skills are highly praised.

Definitely Steve and his company will be strongly recommended to our partners. I would say that if we have any chance doing the project based in USA and Europe, they will be on the preferred vendor list for sure.

Patrick Xiao - Head of IT Department, Wallaby Medical

The Results are There

Intista were really helpful in strategic planning and finding solutions. We had positive results that helped the company and employees move forward. They were definitely worth the time. The results are there, and motivation is part of the process.

Monica Berrios - HR Director, Beyer Construction

A Huge Positive Difference

Extremely organized, detail-oriented, thorough, timely, and importantly... made a huge positive difference on many occasions, helping to gain loyalty, bridge differences, and get newly acquired companies up and running

Linda Peduto - Facilities Manager, Bentley Systems

Value Beyond the Scope

They were very responsive to my needs and gave added value beyond the scope I requested, finding gaps that we didn't realize were there. The attitude, support and professionalism were outstanding. We would have no hesitation in asking them back for future projects.

Samuel Bronstein - CEO, HQ Capital

Made for a Better Culture

Able to assume solutions many times before problems occur and can remain collected. …also quickly made personal relationships with members of both companies and helped to integrate them by learning process and introducing counterparts. It not only made for a better culture, but a smoother run in streamlining both lines of business.

Lauren Mink - Purchasing and Facilities Management, Cross Country Healthcare