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Making the first 100 days about decision rights, not just systems.
Overview
Most integration plans are meticulous about systems and largely silent on decision rights. Two merged institutions can have fully consolidated technology and still be functionally split, because nobody resolved who has final say when the two organisations' former leaders disagree. Our integration work names specific decision owners for specific categories of decision from the first 100 days plan onward.
We treat cultural integration as inseparable from the rest of the deal, not a parallel workstream — unwritten norms about escalation and risk tolerance determine whether the stated synergies are achievable at all.
Assess decision-rights compatibility between the two organisations, not just financials.
Build an integration plan naming specific decision owners for specific decision categories.
Ensure operational continuity and clarity on authority from the first day of combination.
Sequence systems, teams, and culture together, rather than technology first.
Measure realised value against the original business case, not a revised one.
Representative work
Practice team
Head of M&A Integration
Senior Consultant
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