Business integration plan

We cross boundaries with our clients to create holiday firm of the rial goods & ies & mance er strategy & s & ation and alliance care for our clients' business as our own; they know we're in this consulting ation iew 're consistently voted as the best place to holiday firm of the rial goods & ies & mance er strategy & s & ation and holiday firm of the rial goods & ies & mance er strategy & s & ation 10 steps to successful m&a rouse and tory s and acquisitions-well conceived and properly executed-can deliver greater value than ever right now. Given today's relatively low equity values, acquirers with cash to invest are likely to find deals that produce similar kumbaya: three steps to managing change and bringing people together after a s & acquisitionsbain merger integration. One explanation, based on our experience, is that some companies have learned to pursue deals closer to their core business, which increases the odds of success. The long-term trend of more-frequent acquisitions has also pushed companies to develop repeatable models for successful integration and managers with professional integration-management skills. Companies fail to define clearly and succinctly the deal's primary sources of value and its key risks, so they don't set clear priorities for integration. Others do have an integration program office, but they don't get it up and running until the deal closes. Still others mismanage the transition to line management when the integration is supposedly complete, or fail to embed the synergy targets in the business unit's budget. In some cases, integration soaks up too much energy and attention or simply drags on too long, distracting managers from the core business. In others, uncoordinated actions or poorly managed systems migrations lead to active interference with the base business-for example, multiple (and contradictory) communications with customers. Competitors take advantage of such sful integration-the key to avoiding the risks of a merger or acquisition and to realizing its potential value-is always a challenge. But 10 essential guidelines can make the task far more manageable and lead to the right outcome:Every merger or acquisition needs a well-thought-out deal thesis-an objective explanation of how the deal enhances the company's core strategy. It should be the focus of both the due diligence on the deal and the subsequent integration. It is the essential difference between a disciplined and an undisciplined integration taskforces are then structured around the key sources of value. That will allow you to update your deal thesis continuously as you work toward close and cutover-the handoff from the integration team to frontline managers.

Tailor your actions to the nature of the undertaking a merger or acquisition must be certain whether it is a scale deal-an expansion in the same or highly overlapping business-or a scope deal-an expansion into a new market, product or channel (some deals, of course, are a mix of the two types). The answer to the scale-or-scope question affects a host of subsequent decisions, including what you choose to integrate and what you will keep separate; what the organizational structure will be; which people you retain; and how you manage the cultural integration process. There are valid reasons for doing both types of transactions-though success rates in scope deals tend to be lower-but it is critical to design the integration program to the deal, not vice er the recent spate of announcements about computer hardware companies buying services businesses. These are clearly scope deals, as these companies search for ways to move up the value chain into more profitable lines of business. The sooner you select the new leaders, the quicker you can fill in the levels below them, and the faster you can fight the flight of talent and customers and the faster you can get on with the integration. Start integration when you announce the y, the acquiring company should begin planning the integration process even before the deal is announced. When regulators gave the green light, the company was able to begin integration immediately rather than spending weeks waiting to gather the necessary data and making critical decisions in a rush. But too much program office bureaucracy and paperwork distract from the critical issues, suck the energy out of the integration and demoralize all concerned. The most effective integrations instead employ a decision management office (dmo); and integration leaders, by contrast, focus the steering group and taskforces on the critical decisions that drive value. They lay out a decision roadmap and manage the organization to a decision drumbeat to ensure that each decision is made by the right people at the right time with the best available get started, ask the integration taskforce leaders to play back the financial and nonfinancial results they are accountable for, and in what timeframe. Using this method, one global consumer products company recently was able to exceed its synergy targets by 40 percent-faster than originally planned-while retaining 75 percent of the top talent identified. Handpick the leaders of the integration acquisition or merger needs a strong leader for the decision management office. Ideally, this individual and other taskforce leaders will spend about 90 percent of their time on the integration. Given the importance of maintaining the base business's performance while you're pursuing integration, one solution is to put the no.

Whatever the situation, commit to the culture you want to see emerge from the integration, talk about it and put it into practice. Cargill crop nutrition acquired imc global to form the mosaic company, a global leader in the fertilizer business, the new ceo, who came from cargill, knew from the outset that retaining imc employees and creating one culture would be important to the success of the fledgling company. Result: the synergies estimated (and owned) by jointly staffed integration teams turned out to be double what due diligence had estimated. Early in the integration process, the leadership team focused on the most effective way to introduce inbev's long-term global strategy to anheuser-busch managers and employees. Maintain momentum in the base business of both companies-and monitor their performance 's easy for people in an organization to get caught up in the glamour of integrating two organizations. The future shape of the company, including jobs and careers, appears to be in the hands of the integration taskforces. But if management allows itself and the organization to get distracted, the base business of both companies will suffer. If everybody's trying to manage both the ongoing business and the integration, nobody will do either job ceo must set the tone here. He or she should allocate the majority of time to the base business and maintain a focus on existing customers. Below the ceo, at least 90 percent of the organization should be focused on the base business, and these people should have clear targets and incentives to keep those businesses humming. 2s running the integration, their bosses should be able to make sure the base business maintains momentum. Meanwhile, establish an aggressive integration timeline with a countdown to cutover-the day when the primary objectives of integration are completed and the two businesses begin operating as make sure things stay on track, monitor the base business closely throughout the integration process. Emphasize leading indicators like sales pipeline, employee retention and call-center international, a global leader in the agri-commodity supply chain business with $6 billion in annual revenues, has managed to maintain its base business while incorporating a stream of acquisitions. Olam ensured that a core part of the queensland cotton team remained focused on the base business, while putting together a separate team made up of queensland cotton and olam employees to manage the integration.

That helped the company navigate difficult conditions due to drought in australia, while also growing their brazil and us businesses well above the market. Invest to build a repeatable integration you have achieved integration, take the time to review the process. Get the playbook and the names of your integration experts down on paper, so that next time you will be able to do it better and faster-and you will be able to realize that much more value from a merger or has done extensive research on what drives success in acquisitions, including two learning curve studies completed in 2004 and again in 2007. Over the last 15 years, a number of companies, including cisco systems, danaher, cardinal health, olam international and itw, have shown that you can substantially beat the odds if you get the integration process right and make it a core it happen: the decision drumbeat in practice. Decision drumbeat is the way to focus your senior management and integration taskforces quickly on the critical decisions necessary for a merger integration to succeed. Parcel out these results to each of the integration taskforces, and have them work out the decisions necessary to get there. The latter should be put off until the integration is the consumer products company, it was imperative to quickly equip the salesforce with  an integrated portfolio of brands for the busy trading period, despite the fact that some of the brands were aimed at the same consumers and were positioned in similar ways. The answer in this case was to quickly decide how to target the brands at different outlets, and to leave decisions about fundamental brand repositioning for later, after cutover to a single combined nate integration involves a large number of decisions in a short time frame, and many of those decisions are highly interdependent. For instance, most marketing teams would prefer to wait until the end of the integration process to recommend the final product portfolio. The resulting decision roadmap shows who is accountable for each major decision and when that decision needs to be the consumer products company, the steering group focused on the 20 percent of decisions that were most critical to integration success, leaving the remainder of the decisions to the integration taskforces. That meant the integration was able to move at maximum speed and, by empowering the taskforce leaders, many gained priceless management experience that led to eventual to the ly ensure that everyone is on track to make their decisions. When necessary, bring in experts to speed up team delivery; and bring teams together for major decision points and cutover plans, which require detailed and coordinated planning. From day one we had a focused plan that everyone understood and believed in, and that really energized the team. Winners in this game will bring a tailored approach to integration, adjusting their approach to the deal thesis with one eye constantly fixed on the critical sources of value and risk.

The most experienced acquirers not only understand these 10 steps to a successful integration, they also understand how to adjust their application to the deal and the rouse is a partner with bain & company in chicago and co-leader of bain's global m&a practice. Tory frame is a partner in london and leader of london's post-merger integration and consumer products insights, deliveredsign up for our monthly bain insights ibe ng the odds of success for japan's outbound m& more japanese companies look overseas for their growth, winners will tailor their acquisitions approach to the types of deals they olsen: japan outbound m&se companies can succeed in outbound m&a by tailoring their approach. This short survey to gauge your business's progress toward digital the front line should lead a major the toughest changes, don’t rely on a program office to make them you picking the right wallet? By using this site or clicking on "ok", you consent to the use of the best acquirers excel at this article on this article on this article on ad this same handful of integration challenges vex companies year after year. As the last step in an m&a process that has already been through many months of strategic planning, analysis, screening, and negotiation, integration is affected both by errors made in earlier stages and by the organizational, operational, finance, cultural-alignment, and change-management skills of executives from both companies. Those that do integration well, in our experience, deliver as much as 6 to 12 percentage points higher total returns to shareholders (trs) than those that don’ skills and capabilities that companies need to improve most when they integrate are persistent and, for many, familiar. Grounding an integration in the objectives of the deal, bringing together disparate cultures, setting the right performance goals, and attracting the best talent are frequently among the top challenges that bedevil even experienced active acquirers. An annual barometer of more than 700 integration managers attending conference board’s merger integration conference since 2010 identifies similar needs year after ’re also the ones that, according to our experience and survey research,2 a doherty, spring liu, and andy west, “how m&a practitioners enable their success,” mckinsey on finance, october 2015. Integration in the objectives of the integration of an acquired business should be explicitly tailored to support the objectives and sources of value that warranted the deal in the first place. It sounds intuitive, but we frequently encounter companies that, in their haste, turn to off-the-shelf plans and generic best practices that tend to overemphasize process and ignore the unique aspects of the the deal rationale is specific to each acquisition, so is the integration approach, and it’s important to think through the implications of the deal rationale and the sources of value for the focus, sequence, and pace of the integration. After prefacing their integration plans with a close review of their respective objectives, they each took a different approach to the first, a technology company, the objectives of its deal were to build on the acquired company’s r&d capabilities and launch a new sales channel in an adjacent market. Extrapolating from those objectives, the integration managers designed the integration around three core teams for r&d, sales, and back-office consolidation. As a result, the team quickly launched cross-selling opportunities to similar customers of the acquired company and deployed resources to accelerate ongoing development and merge r&d road deal objectives also shaped the sequence and pace of the integration. On a function-by-function basis, managers determined where to accelerate, stage, or delay integration activities, by considering which created the most value while sustaining the momentum of the integration.

Hence the company prioritized must-have functional areas to ensure compliance and business continuity—for example, ensuring that the finance group was ready to support month-end close procedures—and accelerated value-creating activities in sales and r&d. But because the acquired biopharmaceutical business was in an emerging area that required different capabilities and entrepreneurial thinking, the acquiring company’s managers decided that the acquisition’s culture and processes would be a critical aspect of its value. They would ensure the proper linkages with legal, regulatory, and financial-compliance activities, but to protect the target’s business momentum, the acquiring company’s managers allowed the target’s managers to retain their local decision rights. The acquirer also provided resources, such as capital, to help the business grow—and rotated managers into the business to learn more about it and its more about mergers and acquisitions. If not properly addressed, challenges in cultural integration can and often do lead to frustration among employees, reducing productivity and increasing the risk that key talent will depart, hampering the success of the ies often struggle to assess and manage culture and organizational compatibility because managers focus on the wrong things. As a result, they almost always apply too few resources to the cultural side of the integration, often leaving it to human resources to cultural integration to be successful, employees must view it as core to the business. That may not happen if business leaders are not visibly leading and prioritizing the cultural integration. Therefore, addressing it just at headquarters or a few key sites is insufficient; real cultural integration needs to be addressed in a distributed fashion across geographies and at all levels in the company. It should also be treated seriously at all stages of the acquisition process: due diligence, pre-close integration planning, post-close integration, and ongoing example, in one healthcare deal, the acquirer began its assessment of culture during the due-diligence process. Managers took an outside-in look at the likely culture of the target company and used this input to shape the initial approach to due diligence, top-management meetings, and initial integration planning. Then, at the integration kickoff, they built in an explicit discussion of working norms, so integration leaders could begin identifying, understanding, and addressing some of the differences ining the momentum of cultural integration well into the integration process is equally important. In an integration of two european industrial companies, managers identified and evaluated ten potential cultural goals as joint areas for improvement, joint areas of strength, or areas of difference. To ensure that cultural integration would be linked to and led by the businesses, not just by human resources, the company assigned a senior-executive sponsor from each business to tackle each goal. Every sponsor then created and implemented a plan that managers could monitor well past the close date and into ongoing operations—including specific consistent metrics, such as achieving a certain score on an ongoing employee ate sources of value into quantifiable performance results of our global m&a-capabilities survey suggest that companies are significantly better at identifying sources of value than they are at translating those sources of value into quantifiable performance goals (exhibit 1).

The explanation is intuitive: understanding the theory behind how two companies can come together and brainstorming revenue-synergy opportunities are exciting, but operationalizing the ideas is more ies find this work to be challenging. The value-creation process requires setting a granular baseline; setting targets; putting together detailed, milestone-driven plans; making tough decisions and trade-offs; and visibly tracking progress over time. In fact, in our experience, the best acquirers revisit value creation in a very formal way several times during the integration, both encouraging and resetting the expected synergy results to higher and higher do so, managers at one industrial company brought key employees from both sides of the deal together in separate cost and revenue value-creation summits, where they were tasked with identifying bottom-up opportunities to aspirational goals that had been set top-down. During the summit, the participants—a mix of subject-matter experts, finance specialists, and members of the core value-creation integration team—brainstormed ideas and crafted initiatives to achieve performance goals endorsed by the ceo. By creating a space away from the day-to-day business to brainstorm ideas, summit managers set a tone that encouraged collaboration and promoted creative thinking. Our transactions e until it ed with other stages of m&a, integration is where companies perceive their capacities and capabilities to be the most deficient. Survey respondents were 12 to 18 percent less likely to report that their companies had the right capacities for integration than for any other m&a activity, and were 12 to 19 percent less likely to report that they had the right capabilities. This is probably because integrations require so many people with such diverse capabilities for a substantial period of time. Most companies have at least a few leaders who fit the bill, but some companies find it difficult to task enough people for an integration. That makes it challenging to build the right integration team with top-notch players—though this is one area where high-performing companies across the board distinguish themselves. Overall, respondents at 76 percent of high performers surveyed report that they staff an integration with people who have the right skills, versus 46 percent of respondents at low performers. The contrast is even starker in staffing different aspects of the integration with the right talent (exhibit 2). A ceo’s point of view, it can initially appear risky to move a top performer out of the day-to-day business and into integration. In some cases, key business leaders should be kept running the business, but in others, there is an opportunity for companies to backfill the position and move a high performer into integration.

In a medical-device company, a celebrated coo was relieved of his day-to-day duties and appointed lead manager of er, uncertainty about the career implications for employees can make it difficult to attract the right talent, since employees may be hesitant to move into an integration role they see as a temporary gig. To address this, managers of one global diversified food company assigned a midlevel manager to run a multibillion-dollar integration, hoping it would prove his potential to be a business-unit leader. The visible career trajectory of this individual helped elevate the perception of integration roles for subsequent acquisitions. Integration is increasingly perceived as a career accelerator, which is attracting more talent within the organization to integration. In another example, a major technology company takes this even further and makes rotations through material integrations a prerequisite to becoming a company -performing acquirers understand the complexity and importance of getting all aspects of integration right. A teams: when small is y 2010 – large m&a departments aren’t essential for making successful g a winning m&a 2008 – picking up the pace of m&a requires big changes in a company’s processes and organization—even if the deals are ing postmerger ber 2005 – it takes less time than you think for a clean team to make valuable contributions to the integration of is technology taking the economy? This is bringing us into a new economic era—a distributive one—where different rules to create an agile in the workplace fifty: evaluate an oil and gas giant outmaneuvered low oil ng the bank for an ecosystem ated business wikipedia, the free to: navigation, article has multiple issues. Business planning is a planning process that integrates across two or more functions in a business or government entity referred to as an enterprise to maximize financial specific functional areas in a company as well as the industry domain associated with the company defines the specific type of ibp process. Examples of ibp processes are:Sales and operations gic corporate performance ng and scheduling across multiple plants in a key requirement for ibp is that two or more functional process areas must be involved and maximizing (optimizing) of financial value should be ate executives, business unit heads and planning managers use ibp to evaluate plans and activities based on the economic impact of each ated business planning however is more broader than s&op. It is an approach that combines enterprise performance management (epm) and sales and operations planning (s&op) to provide incremental capabilities that neither provides individually. The result: opportunities for step change improvements to how manufacturers plan, manage and govern their business. 2] here, the focus is on strengthening the financial integration and reconciliation of plans, as well as increasing the responsiveness of the supply chain using ad-hoc reports and what-if scenario analyses. Business planning requires the following capabilities to be enabled:Ability to create a demand chain y to create a supply chain y to create a finance chain model. Integrated y to create a plan across multiple y to create predictive and collaborative plans.

Enterprise y to create optimized plans across multiple y to create financial integration across has been used to model and integrate the planning efforts in a number of applications, including:Product er cturing ss processes (human and information-based). This definition is as follows:Integrated business planning (ibp): a holistic planning philosophy, where all organizational functions participate in providing executives periodically with valid, reliable information, in order to decide how to align the enterprise around executing the plans to achieve budget, strategic intent and the envisioned ss process ss reference ss intelligence. Learn to make busienss planning and forecasting as a part of intergated business planning at anamind business planning & forecasting lighthouse ]. Commons has media related to integrated business ries: performance managementbusiness intelligencenetwork managementsupply chain managementstrategic managementprocess managementhidden categories: pages with citations lacking titlespages with citations having bare urlswikipedia articles needing style editing from march 2016all articles needing style editingarticles with peacock terms from march 2016all articles with peacock termswikipedia articles containing buzzwords from march 2016articles with a promotional tone from march 2016all articles with a promotional tonecommons category with local link different than on logged intalkcontributionscreate accountlog pagecontentsfeatured contentcurrent eventsrandom articledonate to wikipediawikipedia out wikipediacommunity portalrecent changescontact links hererelated changesupload filespecial pagespermanent linkpage informationwikidata itemcite this a bookdownload as pdfprintable page was last edited on 3 september 2017, at 11: is available under the creative commons attribution-sharealike license;. Related slideshares at acquisition integration oza, senior digital & enterprise systems leader | digital marketing hed on apr 14, 2012. Conceptual framework for successful post acquisition integration of you sure you want message goes business analyst at you sure you want message goes ment you sure you want message goes you sure you want message goes you sure you want message goes williams, chartered resources manager at you please send me a copy to @ you sure you want message goes yet working !! Im still e manager at sofigate group administration specialist of bourns asia acquisition integration acquisitionintegration framework approach and implementation tejas oza april 2012. Heinrich von acquisitionintegration – the what• the phase, where the operations of the acquired entity are merged with the buyer’s existing operations. The phase where the results of the buyers m&a strategy, and expectations for the closed deal, g principles foracquisition integration“quick win synergies not captured in the first 12 months,usually evaporate and are overshadowed by day-todaybusiness”. Guiding principles for successfulpost acquisition integration strategy • get the integration strategy right • design the integration program around program design the benefit realisation program • provide focus via outstanding program management management • manage the risk to the business as risk management well as the program people & • rapidly engage the people in both communication integrationframework“companies spend their time pulling the deal off. View – integration framework structure, resources, process & tools integration of corporate functions transition to line responsibility review and ation implementation structure 3 years • cultural change, • optimum benefit 12 to 18 months realisation • changes are implemented first 100 days • quick wins are realised • “takeover period” • decisions are madeday 1 and priorities set• first day after change • organizational of ownership structure to be 1 the first day after change of ownership communication operating management systems & controls continuation of financial & revenue welcome letter of individual emails what continues a before reporting new managers what changes immediately clear instructions, ready forms and templates and time-table what near-term changes are how to contact and faqs temporary management systems & expected and when controls if operational structures where more information can be are not finalised 1 - operating structures, systems & controls • early, should be part of the • key managers should not be • top level structure is decided acquisition process or day 1 lost before or after the by acquirers leadership integration • if md is from acquired • operating - many times entity, buyer should nominate • if not met with all the key operating structure is project their own cfo/controller for managers prior to day 1, use owner/steering group smooth financial integration 100 days to decide • statutory – if acquirer has an entity in the same country, legal merger to be considered agree on appointment of decision on key operating & managing managers statutory director structures • similar type of governance to • who can approve documents • consider possibility to the acquirer‟s entity – (sales orders, purchase physically consolidate orders, employment locations • do‟s and don‟ts contracts, etc. Investments & funding agree on governance & agree on office authorising guidelines and locations 100 days - integration period approach typical target benefit realisation - 20%-30% of total benefits. Realise quick wins verify due diligence data, gather additional information, prioritise, change/create plan, implement setup integration team/s to target all key corporate functions & business areas integration “invest in integration” having or not having key full time integration resources within teams would mean success or failure of an integration project. Discuss and agree on issues in series of meetings including: • history • the separate companies‟ pre-deal strategies • choices to be made • markets • technology trends • competition • future strategy • company values • value creation potentials • costs and risks • company goals • competences • size and structure of entity to fulfil the strategy • integration goals • process and ation budget first estimates of integration costs should have been identified during the transaction / purchase phase.

Integration manager / team needs to review and refine these estimates cover at least the following… 1. Any other significant project-specific items need to be budgeted ces & responsibilities integration owner / manager as in the transaction/purchase phase, the owner/sponsor is normally a member of the buyers management team. The owner of the integration phase can be the same individual as in the transaction/purchase ces & responsibilities integration manager is the project manager. As the reality on the ground, at the local market level, may well differ from the global view, it should be decided whether a local integration manager (reporting to the global integration manager) needs to be appointed to work more closely with a particular market or country operation. Role • main responsibility for day-to-day management of the integration effort • integration management work is hard to perform as a part-time activity, so the buyers management needs to carefully consider the importance of the task and allocate the time necessary • always made a “project assignment” with limited duration (typically from 3 months up to 18 months). Responsibilities integration manager responsibilities • during due diligence, to become acquainted with the target‟s business • preparation and modification of the integration plan • work with team, hr and communications in order to get a positive start of integration • defining goals, resources and timetables for the integration project • bringing integration teams together • planning and running the kick-off meeting & follow-up meetings • guide and support the integration teams • coach and assist in problem solving • reporting and defining instructions and goals to/from the integration steering group • monitor that the teams meet expectations in the given allotted (speed! Make sure non-negotiable issues are understood and implemented • help personnel adjust to change • assist in identifying and reducing cultural barriers • ensure the tools and information sharing between the teams • develop learning methods • prepare reporting and reviews • hold summary ces & responsibilities integration steering group the integration steering group is the governing board of the integration phase. Role / members • supervises the integration project manager‟s and the integration team‟s work • should meet at least monthly • representatives from both buyer‟s and the acquired entity • may include individuals with specific expertise relevant to the project • normally 3-7 individuals to maximize the effectiveness of team work responsibilities • selects the members of the integration team (based on integration project manager‟s proposal) • specifies the measures, goals/targets and reporting instructions for the integration team • supervises and supports the integration team‟s work • makes decisions on the more significant issues • monitors the project costs vs. Budget and approves the expenses incurred by the integration ces & responsibilities integration stream team managerthe members of the core team, often the same as the team / stream managers, are responsiblefor identifying the issues to be addressed and developing the integration results can be achieved when team members are experienced individuals from the buyerand the acquired entity. In the case of integrating support functions (hr, ict, finance andlegal), it is recommended to recruit members who have previous experience of integrationprojects. The key integration team manager tasks : • being the team builder • introducing the team members to one another • seeing that the team members have all information/tools needed for the task • clarifying the goals/targets/times tables/reporting etc. Ensuring everyone in the team understands the goals the same way and is committed • manage and encourage team to progress • sees that the team keeps the schedules and prepares reports • being the source of assistance and guidance, when ces & responsibilities market / country integration operative :when integration covers multiple countries, it is important to clarify which global guidelines, rules and tasks can be applied at the local level, and where country-specific exceptions need to be made. Coach / facilitator if the buyer has limited integration experience or none, an integration coach can be appointed to assist the integration steering group and/or integration manager. The coach or a meeting facilitator can also be useful in the kick-off meeting and when considering specific team issues, like ation team – single acquisition adopted from „m&a integration‟ (david m.

Of corporate functions cultural integration systems & finance & hr information legal control technology sales & after sales / supply chain communications marketing client services management production/ r&d operations synergies & value ation – finance & control finance statutory management organisation reporting reporting integration integration integration accounting performance treasury policy policies measurement & standardisation controls consumer tax integration ation – human resources org. Structure & hr practices compensation & top alignment benefits management, key managers evaluation payroll pension & hr information superannuation, i systems nsurances compatibility hr organisation plan for & competence relocation of personnel (if need be). Systems & information technology standard central services & application/business infrastructure team systems integration it security policy it standards local it/systems teams ation – legal follow-up memo – follow-up due employee spa or apa diligence findings participation/unio n agreements risk management intellectual legal personnel & assurance property rights ation – communications integration review of review/alignm communication internal ent of external , process & communication communication tools corporate corporate web & social identity & culture media branding presence alignment integration intranet printed integration materials in sales & ation – sales & marketing integration & customers/ revenue process review stakeholder protection plan communication med to long commercial sales & term revenue contracts review marketing strategy support material brand alignment/strate gy/ ation – supply chain & sourcing review of due plan to leverage critical supplies diligence findings the joint risk management purchasing power key supplier supplier contracts relationship review ation – production & operations review of due plan to leverage the critical supplies risk diligence findings joint/ centralised management production capacity key supplier supplier contracts relationship review ation – research & development review of due research r&d resource testing and diligence portfolio profile development findings facilities design/develop sub-contractors documentation leveraging joint ment and other key practice r&d scale and applications in partners capabilities are few certainties in life or with clarity around which factorsmatter, we can make better informeddecisions and stack the odds in our -based elearning course - linkedin writing for course - linkedin ing techniques: visual course - linkedin acquisiton integration on postmerger integration: a handbook for senior boston consulting merger integration ition post-merger integration steps that add value to m& implementation steps+issues. A integration best practices from the front, what works and what doesn’ merger integration: keys to sent successfully..