The transaction thesis has to survive contact with operating reality.
INTEGRATE translates strategic intent into governance, workstreams, accountability and measurable value capture, beginning before close where possible and continuing through the period of highest execution risk.
Integration Blueprint
- Integration thesis and value drivers
- Day 1 readiness
- 100-Day Plan and workstream architecture
- Decision rights and governance
- Synergy register and KPI framework
100-Day Integration Office
- Steering Committee and workstream cadence
- Financial, commercial and operating integration
- Systems, data and management alignment
- Risk escalation and decision tracking
- Synergy delivery and executive reporting
Value Capture & Stabilisation
- Investment thesis vs actual performance
- Financial and operating diagnostic
- Governance and accountability reset
- Commercial recovery actions
- Performance management until control is restored
Every material synergy needs an owner, baseline, target, deadline and measurement.
Integration fails when expected value remains conceptual. The operating system converts the transaction thesis into accountable workstreams and measurable outcomes.
When intervention becomes necessary.
Expected synergies are not materialising.
Group and local management are misaligned.
Reporting and financial visibility are weak.
Commercial performance is below the investment case.
Accountability and decision rights are unclear.
The international subsidiary or JV needs to be stabilised.
Protect the investment before integration risk becomes performance loss.
Discuss an upcoming integration, 100-Day programme or underperforming international investment.
Discuss an integration mandate →