The Merger Verger is so confused. People seem to be slow to get things started and then in a hurry to get them over with. What’s up with that? I mean, if we were talking about eating Brussels sprouts, I could understand but if you’re in the merger business you must think it’s fun, right? Why not dig in? Why not see it through?
When I hear CXOs talk about acquisition integration, they mention two timing events, almost exclusively: closing day and Day 100. That’s it. Life begins at time zero and ends 100 days later. Hell, a stinkbug lasts longer than that.
Here’s the message:
Acquisition integration should start sooner than you think. It should start in the strategy stage. Particularly when strategic expansion – either in the vertical or horizontal direction – is the plan, attention to integration issues can clear the pathway, identify issues to address in advance and sharpen the analytical assumptions that underpin your bidding. If you are starting to think about an acquistion, start to think about integration.
Query to Readers: I would welcome stories from readers who have been involved in integration activities that by virtue of starting either early or late have given rise to potentially useful observations.
Acquisition integration should continue longer than you think. There is no finish line, no “The End,” no graduation, not even any fat lady singing in acquisition integration. Even the attainment of financial metrics does not necessarily mean “it’s over.”
Remember the adage “old habits die hard?” Old habits prevent the adoption of change. And acquisition integration is about the effective management of change towards a specific strategic intent.
Let me see if I can explain this timing thing in a way that even the visual learners will understand. If we view old habits as including practices, perceptions, expectations and the like, we might ask “to whom does the adage apply?” Let’s look:Hmmm. That’s odd. It seems to apply to everyone.
So, Sherlock, what does that suggest to integration professionals (and the executives that depend upon them) about the timing of the integration process?
Wait, I answered that question already … about a dozen lines ago: “Acquisition integration should continue longer than you think.”
This does not mean “forever” but nor does it mean in full accord with the best-laid plans. Not everything will go according to plan and most of the unforeseens will require more time than less. So be prepared for that in advance. In fact, any good integration plan will prescribe how to handle key delays.
- CXOs: challenge your people but be open to change. It is better to be flexible and successful than rigid, punctual and errant.
- Integration Directors: lay out clear plans and expectations, monitor them closely and prepare in advance for any project’s inevitable sloths. And keep your CXOs informed, good or bad.
Unfortunately, despite years of working on deals and a zillion conversations with people about them, I cannot offer a formula for when an integration process can be declared complete. It is just different with every deal, with every team, with every set of circumstances. So your focus should be on the objectives, not on the clock.
Query to Readers: What are the metrics you follow (using the term “metrics” both numerically and subjectively) to assess/sense when an integration process is nearing completion? What lessons can you share from those times when the numerical metrics had been achieved but softer goals had not?