[David Widmer]

In my opinion, there are certain prerequisites that must be met for a PMI to be successful. These include:
1. Clear rationale for acquiring the target (e.g. cost synergies vs. product expansion)
2. Clear PMI strategy derived from M&A rationale (point 1)
3. Humility and professionalism with regards to PMI approach: Be aware that PMIs are complex and difficult projects and approach the project professionally
4. Clear PMI method: define your PMI method and follow it thoroughly. The approach must cover all functional areas
5. Sufficient resources: Be ready to staff the PMI project with sufficient resources and make sure daily business is not forgotten at the same time
These prerequisites must be ready before you start with your PMI project.
What other prerequisites would you add?

[Hedwig Duronic]

I agree to your points mentioned, I think in addition management buy in is very important (they need to support and hold the M&A rationale and its subsequent PMI strategy), plus the topic on cultural integration is very important (which is very often underestimated). I.e. perform a cultural DD or at least have a separate workstream on cultural integration

[RaQia Randall-Bouchard]

I would add knowledge transfer to the list. The members of the deal and DD teams are often not heavily involved in the PMI work. To ensure each phase kicks off appropriately and maintains momentum, a knowledge transfer session should be included in each prior phase.

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