What is the right strategy to manage multiple post-merger integrations happening simultaneously? For example, at one time there are multiple integrations going on in Salesforce: for Slack, tableau, MuleSoft. Whether it is same or different IMOs for each one, but the functional leads participating in PMI activities for these acquisitions are limited on their time to manage multiple priorities.
In my experience, if there is a dedicated onboarding program manager, it is possible to manage multiple integrations at the same time by assessing the bandwidth of the functional leads. The acquired companies can then be focused on different tracks at different times, to allow staggering of systems integrations, for example. There may also be overlap in activities, such as cultural or commercial onboarding and knowledge sharing, so that sessions can be leveraged to multiple groups at the same time. Lastly, if the newly acquired companies can see themselves as partners in the onboarding process, they will likely develop beneficial relationships, as they are “going through it together”.