Acquisitions can accelerate growth, but they can also create complexity. Much of the value is won or lost in the first 100 days after completion.
Where integrations go wrong
- No clear operating plan beyond the deal itself
- Customers left uncertain about what changes
- Two sets of systems, processes and reporting left to clash
- Key people leaving because nobody planned for them
A practical first 100 days
Turn the deal logic into an operating plan covering people, customers, systems, reporting, sales, suppliers and service delivery. Communicate clearly, protect the revenue you bought, and prioritise the synergies that actually create value.
Integration planning is part of acquisitions and business value, and it is where good preparation pays off.