The Integration "Flight Plan" Strategy Briefing

Develop a High-Level

Integration Project "Flight Plan"

Prior to Takeoff

The Onsite Executive Team Briefing and resulting Integration Strategy "Flight Plan"
put the puzzle pieces together..

Put It All Together puzzle pieces solving mystery or problem by seeing the full or total picture

The Integration "Flight Plan" Strategy Briefing with senior executives of the acquirer's key management team is typically conducted when the deal probability is about 80% and at least one month before the anticipated closing date to prepare for the pending surge of activity. However, often this briefing is not held until after the deal-closing when the team members ask...


Assemble the Puzzle

PMI Advisors (PMIA) will facilitate a 2-4 hour onsite Executive Team Integration Strategy Briefing to help the acquirer's senior management team "put the puzzle pieces together" for the pending integration project.  From this briefing, PMIA will develop a high-level Integration Project "Flight Plan", the first step in our proven Project: 100 Days™ methodology.  This "Flight Plan" may then be used as a guide for subsequent communications, activities, and decisions.

In preparation for the meeting, PMIA will execute a Non-Disclosure Agreement (NDA), realizing the highly confidential nature of topics to be discussed.  A flexible methodology is offered in order to achieve a common high-level understanding and alignment of the integration project ahead. The session agenda will be tailored to meet the client's situation, based upon:

  • The anticipated level of integration
  • The team experience with M&A transactions
  • The proposed speed of the post merger integration process
  • The degree of due diligence analysis made available prior to the briefing


Management Capacity

Generally, companies underestimate both the cost (5% to 10% of the deal value) and the skills required to integrate two businesses. While they may spend significant fees on deal advisers, they often then take the post-deal work back in-house. They ask their management teams, inexperienced in M&A and who also have full-time daily responsibilities, to "just integrate" the two companies. Senior company executives often underestimate the management time, effort and energy required, resulting in a significant toll on management capacity and a costly mistake.

Executive Briefing Format

  • This is a roll-up-the-sleeves workshop... NOT a sales pitch.
  • Two – Four Hour Executive Meeting - Preferably beginning at 9:00am, when everyone is "sharp".
  • Selected Executives, including HR, IT, Legal, Financial, Marketing/Sales, and Operations, from the Acquiring Company.
  • Target Company Executive member attendance is optional.
  • Consider a hotel conference room or other off-site location
    • For confidentiality purposes
    • To FOCUS the executive team on this integration project

Typical Agenda

  • Review the deal drivers and anticipated planned synergies.
  • Determine the level of integration by each functional area.
  • Plan high-level Day 1 activities and 100 Day integration milestones.
  • Review internal/external communications plans.
  • Identify risk factors/mitigation by functional area.
  • Review the process for retention of key employees.
  • Identify company cultural differences.
  • Review the impact of IT Integration across functional areas.
  • Identify Integration Team Members with roles and responsibilities

Executive Briefing Deliverables

Pilots in the plane cockpit and sunset - transportation background

The results of this high-level meeting will be captured in an Integration Project "Flight Plan" that documents the collective thinking of the executive team. This 5-10 page document may then be used as a guide for subsequent planning and follow-on functional area integration strategy meetings and workshops. The management team will take away a solid, informed methodology for the post-deal transition to:

  • Ensure leadership team understanding and stakeholder ownership around key acquisition post-close priorities.
  • Identify at a high-level, the program organization and where internal and external resources may be required.
  • Obtain an understanding of the pace and sequencing of critical tasks to assure the capture of deal synergies.
  • Generate ideas on how to keep critical talent in place and get the most out of the potential acquired company's management organization.
  • Gain alignment on key risks and remediation going forward.
  • Identify approaches for communicating the appropriate information to employees, customers, vendors and other stakeholders.

This high-energy session will define the who, what, when and where of the upcoming post merger integration project, making sure that all of the executives are on the same page. 


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