[Georgios Diamantis Andreou]

What strategies have you found most effective for balancing integration speed with maintaining business-as-usual operations during a merger? How do you avoid overloading teams while keeping up the momentum of the PMI process?

[Jabari Bovell]

We have employed a head of integration whose focus is on ensuring that effective project plans and timelines are created. The functional teams are led by members of our operational teams but not the leaders of the teams. This has allowed us to balance the integration speed with business-as-usual. We found this has meant that our more senior resources (CFO, COO etc) are not overwhelmed with their business as usual activities as well as assisting the integration of deals.

[Cristina Girtu]

Hi Georgios,

having an Integration Manager and using a good Project Management tool helps a lot.
We also define an Integration Specialist for each Department.
Cristina

[Benjamin Ervin]

Having dedicated integration leads with solid project management skills that feed into the centralized integration office or project is needed. The speed is made possible by high quality dedicated leads and an organization that is backing and tracking.

[Shiyun]

We have a specialized team focused on integration and business transformation. Additionally, we’ve formed cross-functional teams, and managers typically provide strong support for the extra workload involved.

[Kristi Huntington]

We adopted a centralized Acquistion Transition Team which leverages cross-functional team of integration leads. We also partner closely with the business to ensure alignment on the business priorities and integrate around them allowing the important aspects of the business to remain front and center.

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