Integration is a key process of any company's merger or acquisition. It can be difficult to successfully integrate two organizations with different cultures, but it’s important for the new enterprise's success that they do so effectively in order to put their own stamp on things-sometimes this means changing some aspects about how things were done before (or even radically) while still keeping certain standards set by predecessor firms intact where possible without disrupting workflow too much.

Integration across functions and geographies is critical for translating acquisition strategy into implementation. There are four main types of deals, but regardless of type it's important to plan accordingly so that integration can be successful in achieving desired results from day one after closing!


One of the best ways for companies to grow is by acquiring other businesses in their industry and is called an absorption deal. This can be done through a merger or acquisition, where you take over another company's operations and workforce with yours as well- usually at full integration levels so that there are no gaps left open from what has been integrated already. The larger sized deals often require different areas being integrated at varying speeds depending on how quickly things need completing but overall this process will lead towards greater success than if only one area had been dealt within an organization.


Tuck-in deals are a type of acquisition that an enterprise may choose to make in order to gain access and leverage the size/scale advantages. These might involve acquiring smaller companies with key products or technologies, who can essentially be "plugged into" their existing business model while leveraging all its resources for increased market opportunities - this usually leads them to quickly integrating employees + data too!

Stand-alone deals:

Stand-alone deals can be a risky business, but if done correctly they could create some huge opportunities for your company. When integrating a stand-alone company into an already running business, there are many factors that need to be considered. For example it’s important for the parent organization not just to take over control of the operations from their acquisition but also have enough financial information about this new asset so they can make informed decisions based on what's been gathered thus far and avoid costly mistakes down stream.

Transformational deals:

Transformational deals are often the most lucrative and successful in terms of integrating two companies. They involve acquiring new markets, channels or products in a way that fundamentally changes an organization's combined strategy and fortunes alike- though it can be difficult if there is no common language at play here! These transactions require careful collaboration between partners who must work towards achieving specific objectives while integrating their businesses together seamlessly enough so they don't disrupt each other too much after closure but still maintain some operations as separate entities where appropriate.

Target Operating Model

While the acquisition process is not an easy one, it's become essential for companies looking to integrate rapidly. Today’s acquirers need both agility and stability in their operating models so they can quickly adapt when faced with changes throughout integration efforts.

When it comes to the integration of two companies, an effective operating model should include eight critical components that are aligned with their acquisition and management strategy. This can be done at an executive level by centralizing these tasks in order for them to not get lost among other departments or organizations across different levels within your business network. The direction set through this plan will help dictate how future deals play out which also has benefits down the road- meaning revenue!

How to successfully execute the integration strategy

The deal strategy for an M&A integration must consider the overall value to be achieved, especially as new drivers continue reshaping this landscape during and after COVID-19.

A report found that among companies with a cross-functional change management program, less than one third had an integration leader as the primary sponsor. Integration leaders are necessary to successfully integrate different parts of a business. The right person must have knowledge about the company's strategy, deal objectives and current operations in order for them to be effective at their job which is why it’s important that this position has high level support from other departments within your organization such as cross-functional change management programs or sponsorship by top executives if possible!

The role of an integration leader is to make sure that all teams are on the same page and working towards creating shareholder value. This means they need dedicated oversight throughout every step, from top executives down through frontline workers so no one gets left out in terms or scope for their individual actions without affecting overall success!

These guiding principles should be able to catapult your company's success by providing a clear path for developing functional integration plans. This will allow you to turn anticipated deal value into reality!