Best Strategies to balance Integration Speed with Business-as-Usual ?
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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?
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.
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