Despite strong strategic fit, many deals lose value in execution. In this insight, we explore the most common integration pitfalls — from poor change management to siloed systems — and how to build a robust integration office that delivers.
Most deals don’t fail at the strategy table — they fail in execution. Despite compelling rationale, many acquisitions underperform due to weak post-merger integration (PMI). The good news? These risks are avoidable.
1. Misaligned Leadership and Culture Clashes
Cultural differences and misaligned leadership expectations derail synergy capture. The solution: a clear operating model, shared leadership rituals, and culture integration plans embedded from Day 1.
2. Siloed Workstreams and Lack of PMO Discipline
Integration efforts often run in parallel with minimal coordination. A strong Integration Management Office (IMO) is essential to align workstreams, manage interdependencies, and track progress.
3. IT and Systems Overwhelm
Disconnected systems, unclear architecture, and over-ambitious timelines cause disruption. Successful integrations prioritize critical systems and implement phased migrations.
4. Under-Resourced Functional Leads
Companies often underestimate the effort required from HR, Finance, and Operations. Dedicated workstream leads with the time, tools, and mandate to execute are key.
5. Neglecting Change Management
Employees feel left behind, leading to attrition and confusion. Effective integrations invest in communication plans, training, and listening channels to bring teams along.
Integration is not a checklist — it’s a leadership challenge. The winners are those who treat it as a transformation, not a transaction.At Creston Advisory, we partner with clients to lead high-impact integrations that preserve momentum and deliver the full promise of the deal.
