From your experience, what are some frequent integration key priorities / bottlenecks / obstacles encountered in your respective industries and engagements?
for Healthcare – RCM and Ops can be critical, as lack of definition and / or structure may severely impede adjacent workstream activities, as well as create or further delay cross-functional initiatives as part of the integration.
I believe that integration priorities should be derived directly from the deal thesis. There are should be some rationale behind the deal that explains how value would be created. The Pareto principle should be applied to find out what are 20% of activities that will create 80% of the synergies. In reality, because of the poor deal rationale and management hubris, it is not so easy to follow in practice. Regarding the main problem, I would argue that people are the main priority and bottleneck in any industry. Without cooperation between the acquirer and target employees, there is always a huge risk of failure.