M&A integration: many moving parts, one foundational imperative

There are hundreds of moving parts in M&A integration on the path from signed deal to full integration. Every moving part matters. But what drives success or derails progress is rarely about tasks or deadlines, it’s about leadership.

Leaders set the tone. Not necessarily through press release quotes, Day One decks, or welcome videos, but through everyday actions and behaviors.

Trust is the currency of successful integrations, and it comes from the top. In times of change all the foundational principles of meaningful leadership communications apply, only more so.

I worked on a deal a while back where the strategic rationale and financials were strong. On paper, it was a great fit. On the cross-functional integration team kick-off call, the acquiring firm leader welcomed new team members warmly. Everyone was poised and excited to get to work. The president of the acquired firm stepped in and dismissively announced that his team didn’t have time for lengthy weekly integration calls because they all had other work to do. It was a conversation stopper.

One moment on one call introduced uncertainty, raised questions (was this even a priority?) and created a drag on progress that followed the team throughout the integration process and beyond. It was an outlier, to be sure, but also a reminder that for all the hard work that goes into planning and execution, every interaction takes on heightened importance during change and progress can be fragile.

Integration spreadsheets capture the moving parts, tracking hundreds of action items, deadlines, and status updates. But step back and they also tell the story of hundreds of conversations and connections. Relationships formed, decisions made, and trust built.

Trust is the currency of successful integrations, and it comes from the top. In times of change all the foundational principles of meaningful leadership communications apply, only more so.