Integration Diagnostics: A Stepwise Approach to Getting Your Integration Back on Track

By: Mikael Kruhsberg, Managing Partner at Global PMI Partners

Only 30 to 40 percent of post-merger integration (PMI) projects succeed in delivering on the initial deal value, highlighting the critical challenges organizations face in mergers and acquisitions. Global PMI Partners’ “Integration Diagnostics” provides a robust framework to analyze executed or ongoing integration projects, identifying areas where performance fell short, or complexity grew as the businesses started to work together.

By pinpointing gaps and inefficiencies, companies can refine their strategies, address root causes, and position future integrations for greater success. GPMIP’s Integration Diagnostics framework offers a structured pathway to assess, improve, and streamline integration projects for sustained value creation.

A Six-Step Approach to Integration Diagnostics

1.    Assess Current State of Target Operating Model (TOM) Design and integration project focus

The foundation of any successful integration begins with clarity. This phase focuses on ensuring scope clarity, confirming target operating models and synergy. Leadership alignment is crucial at this stage, ensuring everyone agrees on the value targeted with the integration and the initiatives that will create that value.

2.    Refine and Enhance Workstream Charters

The teams collaboratively review the design of workstream charters, ensuring that each charter is well-defined, ambitious in objectives, and scoped and timed effectively. Solid preparation and resource planning are essential to identifying dependencies, overlaps or gaps.

3.    Secure Success Metrics and “Complete Definition”

Integration efforts need measurable outcomes because what gets measured gets done. By setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals and introducing success-oriented KPIs, organizations can maintain focus and drive accountability without sacrificing quality. Real-time tracking ensures transparency, enabling leadership to monitor progress and address issues promptly for optimal results. 

4.    Streamline Governance and Decision-Making

Decision making can become a bottleneck in M&A processes. By establishing a robust yet agile structure—including fast-track approval paths, weekly reviews, and clear roles—organizations can reduce delays, address cross-functional and cross-border challenges effectively.

5.    Address Cultural and Communication Barriers

Corporate culture can often define whether an integration will succeed or fail. Assessing and addressing cultural differences early helps resolve potential tensions. Clear communication guidelines and change management plans ensure alignment across the integration journey.

6.    Develop and Refine the Implementation Plan

With the above in place, success lies in execution. Starting with a clear second wave integration plan to guide the project. Each workstream should have defined actions, timelines, and dependencies, with regular updates to the integration plan during 30- and 60-day and quarterly reviews. 

Why This Approach Matters

Integrations are not just technical exercises—it is a change management program requiring balancing operational efficiency with human factors like culture and communication.

By adopting this structured, diagnostic-driven approach, organizations can unlock the full value of their post-merger integration projects.

Are you navigating an M&A journey? Let’s connect to discuss how this approach can be tailored to your unique needs.

About Global PMI Partners We have a team of over 350 experts ready to support your acquisition integration in every step along the road. From early planning stages, integration project management, specific workstream support to post-integration diagnostics.