Integration as a Project work
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Post-Merger Integration (PMI) must be treated as a formal, structured transformation—not as an ancillary task layered onto business-as-usual (BAU) responsibilities. Effective integration requires an executive-sponsored Integration Management Office (IMO) to drive governance, accountability, and speed.
Allowing integration activities to compete with BAU priorities guarantees delays, friction, and decision paralysis. The IMO must enforce a strict weekly cadence for progress reviews, interdependency resolution, and escalation of critical issues. This disciplined approach prevents decisions from stalling within functional silos and ensures alignment across all workstreams.
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