[Jenna Book]

IN M&A there is a lot of discussion to move quickly. Capture synergies, consolidate systems, and show results. The timelines seem really fast compared to how I think our industry moves in M&A. Perhaps it’s the high degree of regulatory scrutiny and requirements. In practice, integration often involves complex integratoins people dynamics, cultural alignment, and operational dependencies that don’t always lend themselves to speed. I’m curious how others navigate this tension.

Where and when have you maybe adopted or seen a “done is better than perfect” approach in your integration planning?
What areas have you seen speed help unlock value and where has it created the most risk for you or resistance?
How do you decide when to push forward versus when to slow down for stability?

[Didrik Moe]

In my experience, speed works when it’s about alignment and efficiency, not when it touches people or product identity. In our current PMI, we moved fast on structure and reporting but slowed down when changes affected culture or customer experience.

“Done is better than perfect” can be useful early on to build momentum, but I’ve learned that rushing people decisions always creates more work later. The trick is knowing which areas can absorb change and which ones can’t and this very from integration to integration

[Ernie]

The whole PMI project no need to be done asap but the defined tasks making the most business impact may be correlated to the time, for these the tasks should be executed well on time before devaluated.

[Trudy]

In my experience, organizations are able to move quickly once they get buy-in from those involved in the change. For instance if you are integrating to a new ERP system, involving a cross functional team so they understand design decisions made and key system functionality. It is also easier to integrate organizations with similar outlooks and cultures. Once the people and culture align, I’ve found that speed can be leveraged to achieve positive outcomes.

[Author]

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