Realizing the full potential of an acquisition

McKinsey Research recently published their findings from a survey on M&A leading practices. If you are either an M&A integration leader, aspire to run an M&A IMO, or lead the commercial function for an acquisition, I highly recommend that you read the article until you have internalized the details. The writing is crisp and the findings align very closely with considerations that I have found are critical to successfully managing M&A integrations, namely:

1. Validate the deal model; 
2. Preserve existing revenue;
3. Retain key talent; and,
4. Manage cultural differences.

From a tactical standpoint, here are some additional tenets that an integration leader (applicable at the functional leadership level too) should maintain front and center:

• Articulate an integration strategy and the deal value drivers prior to kicking off the integration;
• Use the value drivers to continuously prioritize and re-balance integration activities and resources; and, 
• Ensure leadership treats integrations as critical business processes, and prioritizes integration decisions appropriately.

Good luck with your integration activities.