What is really happening?
Integration misses compound because everyone can show activity while no one owns retained value. A sponsor needs a single operating office that connects customer continuity, people risk, architecture sequence, and synergy progress.
TRIGGER
Use this when synergy timing, customer continuity, system consolidation, or staff retention starts diverging from the deal model.
Questions to resolve before the next move.
- Q01
Why are M&A synergies taking longer than projected?
Because the model usually assumes systems, teams, data, and customers integrate faster than the operating environment allows.
Related page → - Q02
Does the deal need an IMO or a PMO?
Use an Integration Management Office when the work needs value capture, decision authority, customer continuity, and executive escalation; use a PMO for narrower coordination.
Related page → - Q03
What should be inspected first?
Inspect customer-risk list, staff-retention risk, TSA exit dependencies, system-retirement plan, data ownership, and weekly synergy progress.
Related page →
Relevant results.
- 95% customer retention post-merger
- 100% staff retention 9 months post-close
- 28,000-user migration with zero downtime