Integration team as part of DD
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I am interested in hearing to what extent your integration team, or an IMO member, has been involved in, or aware of, the details of due diligence prior to signing the deal? To plan for and drive projects toward synergy value creation, the integration team needs to be well-informed about the strategies, synergies, and outcomes of due diligence. I’m interested in understanding where this has occurred and whether the project team found it valuable for integration efforts.
I believe that some level of early involvement of the integration team, or at least the PMI Lead is absolutely critical to realizing rapid gains. By looping integration leaders in early, they can better consider and respond to potential risks, identify misalignments, and begin workforce planning before the ink is dry. Deals often take time, in my sector due to strong regulatory requirements. So, this foresight helps drive transition decision making. This doesn’t mean being looped into every DD detail, but the more early engagement and visibility into the strategic rationale, expected synergies, and any red flags that could impact people, processes, or systems helps support change management and buy-in from the PMI group. At the end of the day, they are also just people navigating new change and information as well. Early understanding of DD insights helps build trust. It signals that integration isn’t an afterthought-it’s part of the strategy. When the PMI team is in the loop it can help support a more realistic integration roadmap, align stakeholders, and prepare leaders to manage change effectively.
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