[Liezerie Rudolph]

In many M&A deals, integration planning focuses heavily on systems, structures, and synergies—yet value is often lost due to mismatched ways of working and cultural resistance. Should integration strategies place equal weight on behavioral integration as they do on operational alignment, and if so, how can that be measured and managed with the same rigor?

[Bianca Chance]

Absolutely—behavioral integration deserves just as much attention as operational alignment in M&A strategies. In fact, I’d argue it’s often the make-or-break factor for long-term value realization.

While systems and structures can be mapped and merged with relative clarity, aligning behaviors—like decision-making styles, communication norms, and leadership expectations—requires a more nuanced approach. If left unaddressed, mismatched ways of working can erode trust, stall productivity, and lead to talent attrition, even when the operational side looks solid on paper.

[Abderrahman BENOUHOUD]

Yes, integration strategies should give equal weight to behavioral integration. Cultural mismatches and misaligned ways of working often undermine even well-planned operational synergies. To manage this effectively, organizations should:
-Conduct cultural assessments early in the deal.
-Appoint integration champions from both sides to bridge teams.
-Track behavioral KPIs such as employee retention, engagement scores, and speed of decision-making.
-Invest in joint workshops and communication plans to foster alignment.
Like operational metrics, these behavioral elements can be monitored with structured surveys, qualitative feedback loops, and pre/post-integration benchmarks.

[Paige Buffkin]

I would say we definitely are. In so many instances people and the human experience are not in the forefront of the integration strategy. While we are taught to emphasize this concept, in reality, it is often missed or pushed to the side line in order to focus on SVP initiatives or provide more tangible outcomes for instant gratification. As someone who comes from a large company who complete many integrations yearly, I have found that often times the companies employees who are being acquired do not feel seen or important. I think more team gatherings, workshops, and engagement pulses would help to improve involvement from the new employees and in turn improve productivity and inclusion.

[LER SER YENG]

The financials may look good but the human factor is usually the hardest to predict. it’s the same with any change in management in a company. When the messaging is unclear and the leadership is weak, this creates anxiety. Key people may leave when they do not feel valued. People are not keen to corporate because they fear losing their jobs. Therefore, it’s important to spend more time interviewing the people than scrutinising the financials. Through financials are important, the deficiencies can be recovered by having strong synergies.

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