INTEGRATE Right
I remember a brief exchange with a senior leader after it became clear a merger was on the horizon. All he said was, “Unsettling, isn’t it?” How true.
Change is inevitable, but there’s a unique vulnerability that comes when two companies combine — one that’s hard to put into words. And everyone feels it. That might explain why so few companies truly get integration right.
We won’t claim to have a magic formula for flawless integrations — we’ve yet to find anyone credible who does. What we do have is perspective. We’ve been on the sell side, the buy side, in the trenches, and in the boardroom. We’ve experienced integrations firsthand, studied them closely, and learned from both success and failure. We’ve developed a point of view — and a process.
The upside? When integrations make strategic sense, they can be one of the most powerful tools for meaningful growth.
So the questions become:
How do we make them less messy?
How do we turn what looks great on paper into reality?
Too often, the full potential is either misunderstood or underachieved due to a few common failures:
- Inadequate anticipation of impact
- Ineffective communication
- Poor operational execution
Our process assesses both readiness and capability, feeding into a customized framework for action. Our goal is simple: to prepare for and drive the most positive outcomes possible. Hitting the numbers is non-negotiable — but doing so requires walking a fine line. Move too fast just to hit an arbitrary target or too slow just to make people feel better, and you risk undermining the very value you set out to create.
Effectively managing the impact on strategy, culture, and future growth requires clear prioritization of value drivers that can be shared, understood, and relentlessly focused on.
We work alongside leaders to equip them with the tools they need to set their people — and their businesses — up for success. That’s what it means to INTEGRATE Right.