Delivering your Acquisition Integrations

Turning the strategy into a plan of action

If a department in your business is re-organized, it would be disruptive

If every department in your business is re-organized, it would be difficult to keep the business on track

If every department in two business is re-organized (the acquiring and the acquired business)

This is what happens when you integrate an acquired business

Typical engagements include subscriptions to our Certified Acquisition Integration Manager program for your team members

What’s involved in an acquisition integration set up?

We have the experience to navigate the complexities of post-acquisition integration

Cross-Functional Dependencies

Bringing together two businesses is a collection of numerous separate projects, many of which are dependent upon others.

Each team or department has a list of action items with varying priorities, and many have cross functional dependencies. It can get complex, quickly

Our approach includes:

Defining integration objectives

Team selection: IMO, Communications, Onboarding, Staff Retention and Workstreams

Needs analysis, setting priorities

Creating the Plan

We develop the high level plan from your strategy, working with the managers who will carry out the tasks that bring the systems, processes, people and cultures of the businesses together. The end product is a custom program of projects:

We address:

Onboarding and staff retention preparation
Task list development
Day One preparation
Status meeting structure, tools
Reporting hierarchy

Sustaining the Businesses while Integrating them

Successfully delivering an integration requires:

Delivering the value of the acquisition, as planned by the Deal Team
Communicating with credibility and candidness, to gain trust
Respect and protection of the acquired business' culture
Effective, pragmatic prioritization of tasks
Accommodation of unexpected issues and hurdles, when they are discovered
Efficient status meetings
Reporting clarity for leadership

Integration Delivery

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Integration Objectives

The key and workstream objectives for the integration are directly related to the reasons you’re acquiring the business. We’ll use these to define the highest level of the integration plan

Day 1 Preparation

We’ll review your priorities for Day 1, the planning for the big event, the preparation, who’s involved, and typical Must Do and Can Defer activities

The Integration Management Office (IMO)

The IMO is responsible for delivering the integration. We’ll work with them to review the objectives, identify who should carry out the integration in the teams, and discuss the role of the IMO with regards the newly acquired

Communication

An open secret about integration success is the quality and quantity of the communication. Communication is not just announcing a compelling vision; it requires sustained, candid conversations to each audience, that changes as time passes.

Tools and Meetings

There can be between 200 and 1000 projects required to integrate an acquired smaller business. We’ll review the tracking tools and how they’ll be used, and who will be using them across the business after the acquisition is completed

Team Plans First Draft

We will guide the teams in creating their project charters, from which the detailed plan evolves

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

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

Solve Any Problem

Our No.1 point of contact who knew how to solve any problem. Despite being on another continent Steve went out of his way to help us. Organised, efficient, friendly, and helpful.

Dan Cutler

Dedicated to Success

Dedication to the success of our team were second to none. [An] expert in setting up procedures to accomplish complex tasks, and his follow through was a key factor in the success of our acquisition integration process.

Mike Markovitz

See the Nuances

Able to see immediately the nuances of what was being proposed… I would rank Steve as one of the top 4 or 5 client contacts I've worked with in terms of his insight, his intellect and his personality.

Bud Benscoter Owner

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

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

Holistic Thinking

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

Wyatt Campbell COO

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