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Business Integration Checklist


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Business Integration Checklist This Business Integration Checklist is created to support company managers who are in charge of integration an acquired company into their enterprise (accomplishing a business merger). With a help of this checklist you can obtain a clear idea of aspects that need to be involved into integration process.

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Business Integration Checklist:

  • Strategy: if a merger implies full integration of one company into another, then consider how the acquired company can smoothly flow into already running business strategy. If the merger implies creating a principally new, united entity, then elaborate a compromised strategy;
  • Identity: respect and secure symbolic and cultural independence of the acquired firm. In the most cases it is even more important than administrative independence;
  • Management: Evaluate newly acquired managerial personnel for their compatibility with your corporate standards and mission. Reorganization of a managerial staff is unavoidable step as the managerial staff machinery cannot be left unchanged – it should be optimized and brought into compliance with your corporate reality and standards. Some things you will need to revise:
    • Necessity of employment;
    • Ranking and positions;
    • Scope of duties;
    • Employment policy and social packages;
    • Personal compensations and bonuses;
  • Assets: Conduct all-round inspection and inventory of existing assets to define their status and approve their market value. Consider how the existing assets can be mutually integrated. Define what assets are able to produce value without any adjustment and which assets need a review of their current business contribution and further reorganization. Determine the following: 
    • Assets to be sold (non-profitable or unwanted assets);
    • Assets to be restructured for a different function;
    • Assets to be further developed and invested into;
  • Technology: Make sure the technological processes and methods utilized in the acquired firm will be synchronized and brought into compliance with your corporate standards. Consider: 
    • Reforming existing production processes in a maximally accurate manner;
    • Avoiding violation of effective supply chains, effective methods and know-how’s utilized in the production processes of the acquired firm before the merger;
    • Adopting existing effective technologies and innovations for a wider corporate use;
    • Adapting existing unique or different technologies to new corporate standards;
  • Planning: The whole business planning process and its recent achievements should be revised. This may include revision of the following things:
    • Setting of business goals and time management;
    • Purchasing processes;
    • Suppliers and supply chains;
    • Sales network and distributors;
    • Logistics (transportation and routing);
  • Staff: Elaborate a policy to make sure that qualified and effective professionals will not leave the company after integration. Define what kind of examinations or certifications are necessary to approve suitability of already working employees to your corporate requirements. Be honest with people about the way you are going to reorganize them. Consider the following:
    • Staff reductions and compensations;
    • Employment conditions;
    • Administrative relations;
  • Host a series of transitional seminars where the employees of all levels will participate. These seminars are called to eliminate uncertainty by introducing:
    • Integration format and goals;
    • Friendly intentions between firms involved ...

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