[Amine Imghi]

A function is not necessarily integrated when its systems have been migrated or its organizational structure has been implemented. These milestones may indicate technical completion, but not operational stability.

In my view, each functional workstream should define clear exit criteria at the beginning of the integration. These criteria could cover six areas:

• People and roles are confirmed.
• Processes are documented and operational.
• Systems and data are stable.
• Controls and regulatory requirements are met.
• Performance and synergy targets are being tracked.
• A permanent business owner has accepted accountability.

This distinction is especially important in financial services. For example, a finance integration may appear complete once reporting systems are consolidated. However, the function may still face inconsistent controls, unclear cost allocations or manual processes. Similarly, an HR integration may complete the transfer of employees and payroll while role uncertainty, retention risks and cultural challenges remain.

The IMO should therefore not close a functional workstream solely because the project milestones have been delivered. Closure should require formal acceptance by the receiving business owner, supported by measurable evidence. Any unresolved items should be transferred to a stabilization plan with named owners and deadlines.

This approach would also clarify the transition from integration governance to business-as-usual management and reduce the risk of leaving behind “integration debt.”

How does your organization determine that a function is fully integrated? Who should approve the closure: the functional leader, the IMO, the Steering Committee or a combination of them?

[Kendra Kelly]

I really agree with the six areas that you have outlined in your post. I too work in financial services and all too often the integration is focused around the banking and other systems and other areas like the back office support teams, processes, sales practices etc are left as ‘integration debt’ for the functions to sort out without the support of the IMO. I highly recommend before considering any integration work to be closed that a filter is applied where one evaluates the integration across all of the factors listed to ensure that they have been considered.

[Olena]

I agree that technical completion does not necessarily mean successful integration. In my experience, a function should only be considered fully integrated when the new processes are actually working consistently and ownership has transitioned to the business. I think closure should be a joint decision between the functional leader and the IMO, with Steering Committee involvement for significant outstanding risks or issues.

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