Make sure Day 1 events don’t become “muted” afterthoughts at acquired cross border locations.
Be very detailed and exhaustive in the creation of transition service agreements (TSA’s), and get rid of them as soon as possible.
At the core of successful cross border M&A transactions is the strategic fit! The ‘WHY’ of doing the deal.
Do not assume that integrating organisations will happen without a strong involvement of your management.
Speed matters! Make sure you get your troops aligned and get them marching in the same direction – ideally fast.
Ensure that all integration plans and actions deliver that deal rationale.
Assign a leader responsible for ensuring all aspects of the integration are owned and aligned to deal drivers.
The most important area that frequently gets neglected is management of soft elements such as cultural differences, internal communication, employee morale, etc.
Be clear on governance from the start. This is where the target had freedom and now they need to adhere to acquirer policies.