SCOTT C. WHITAKER, CMC, is President and CEO of Whitaker & Company, an Atlanta-based consulting and project management firm specializing in helping companies to develop, execute, and implement merger integrations and business strategies designed to achieve growth. Since 2005, Whitaker & Company has been involved in merger integration and strategy and operations projects totaling more than $25 billion for both domestic and international companies.

• Acknowledgments xiChapter 1 Introduction 1Who Should Use This Book? 1How This Book is Set Up 2Chapter Summaries 2A Word to the Wise 4Chapter 2 Mergers and Acquisitions 101 and Assessing Integration Complexity and Risk 7Mergers and Acquisitions 101 7Determining Post-Acquisition Integration Scope 8Assessing Integration Complexity and Risk 11Summary 18Chapter 3 Making the Business Case for Integration 19How to Improve Performance 19The Most Complex Areas 21Making the Business Case for Integration Support 23The Challenges of Integration 24Integration Success Factors 29Summary 30Chapter 4 An Introduction to Integration Planning 31Integration Activities 32Integration Timing 32Integration and Business Planning 33Integration Support 35Summary 37Chapter 5 The Pre-Planning Phase 39Key Activities 39Reviewing the Planning Documents 40Assessing Potential Challenge Areas 42Summary 45Chapter 6 The Importance of Due Diligence 47Due Diligence Documents Lists 48A Few Words about IT Due Diligence 59Summary 60Chapter 7 Establishing an Integration Management Office 61Setting Up an IMO 63Determining Functional Resource Commitments 66Dedicated versus Matrixed Resources 68Setting Up an Integration Project Charter 69Setting Up an Integration Governance Structure 72Summary 73Chapter 8 Executing Your Integration Plan 75Functional Work-Plan Elements 76Integration Work Streams 77Functional Work-Plan Quality 79Functions Requiring Extra Attention 82Summary 85Chapter 9 Planning Your Integration’s End State 87How to Know When an Integration is Finished 88The Typical Process: Roles, Responsibilities, Tracking, and Finishing Well 88Summary 93Chapter 10 Effective Communication Planning 95Communication Planning Objectives 95Guiding Principles for an Effective Communication Plan 96Establishing a Communication Matrix 97A Proper Communication Process 101Summary 105Chapter 11 Cultural Integration and Assessment 107Managing Cultural Integration Activities 107Culture and Change Management 112Summary 114Chapter 12 The Talent Assessment Process 115Talent Assessment Guiding Principles 115Talent Assessment Objectives 116Evaluation Tools for Assessing Talent 117Retention and Separation Guidelines and Policies 118Dependencies for Talent Assessment and Retention and Separation Activities 123Things to Avoid 125Summary 126Chapter 13 Synergy Program Management 127Effectively Managing Synergies 128The IMO’s Role in Managing a Synergy Program 129A Typical Synergy Plan 130Best Practices 137Summary 138Chapter 14 Information Technology Integration 139IT’s Role within an Integration 140Day One Planning 144The Three Risks 146Summary 147Chapter 15 Integration Feedback: Lessons Learned 149Goals and Tools of Lessons Learned 149Getting Feedback and Making Adjustments 150Collecting Post-Integration Feedback 151Additional Tips 153Summary 156Chapter 16 Creating an Integration Playbook 157Playbook Contents 157Playbook Elements 159How the Elements Work Together 161Applying the Playbook 162Summary 162About the Author 163About the Website 165Index 167

SCOTT C. WHITAKER, CMC, is President and CEO of Whitaker & Company, an Atlanta-based consulting and project management firm specializing in helping companies to develop, execute, and implement merger integrations and business strategies designed to achieve growth. Since 2005, Whitaker & Company has been involved in merger integration and strategy and operations projects totaling more than $25 billion for both domestic and international companies.

• Acknowledgments xiChapter 1 Introduction 1Who Should Use This Book? 1How This Book is Set Up 2Chapter Summaries 2A Word to the Wise 4Chapter 2 Mergers and Acquisitions 101 and Assessing Integration Complexity and Risk 7Mergers and Acquisitions 101 7Determining Post-Acquisition Integration Scope 8Assessing Integration Complexity and Risk 11Summary 18Chapter 3 Making the Business Case for Integration 19How to Improve Performance 19The Most Complex Areas 21Making the Business Case for Integration Support 23The Challenges of Integration 24Integration Success Factors 29Summary 30Chapter 4 An Introduction to Integration Planning 31Integration Activities 32Integration Timing 32Integration and Business Planning 33Integration Support 35Summary 37Chapter 5 The Pre-Planning Phase 39Key Activities 39Reviewing the Planning Documents 40Assessing Potential Challenge Areas 42Summary 45Chapter 6 The Importance of Due Diligence 47Due Diligence Documents Lists 48A Few Words about IT Due Diligence 59Summary 60Chapter 7 Establishing an Integration Management Office 61Setting Up an IMO 63Determining Functional Resource Commitments 66Dedicated versus Matrixed Resources 68Setting Up an Integration Project Charter 69Setting Up an Integration Governance Structure 72Summary 73Chapter 8 Executing Your Integration Plan 75Functional Work-Plan Elements 76Integration Work Streams 77Functional Work-Plan Quality 79Functions Requiring Extra Attention 82Summary 85Chapter 9 Planning Your Integration’s End State 87How to Know When an Integration is Finished 88The Typical Process: Roles, Responsibilities, Tracking, and Finishing Well 88Summary 93Chapter 10 Effective Communication Planning 95Communication Planning Objectives 95Guiding Principles for an Effective Communication Plan 96Establishing a Communication Matrix 97A Proper Communication Process 101Summary 105Chapter 11 Cultural Integration and Assessment 107Managing Cultural Integration Activities 107Culture and Change Management 112Summary 114Chapter 12 The Talent Assessment Process 115Talent Assessment Guiding Principles 115Talent Assessment Objectives 116Evaluation Tools for Assessing Talent 117Retention and Separation Guidelines and Policies 118Dependencies for Talent Assessment and Retention and Separation Activities 123Things to Avoid 125Summary 126Chapter 13 Synergy Program Management 127Effectively Managing Synergies 128The IMO’s Role in Managing a Synergy Program 129A Typical Synergy Plan 130Best Practices 137Summary 138Chapter 14 Information Technology Integration 139IT’s Role within an Integration 140Day One Planning 144The Three Risks 146Summary 147Chapter 15 Integration Feedback: Lessons Learned 149Goals and Tools of Lessons Learned 149Getting Feedback and Making Adjustments 150Collecting Post-Integration Feedback 151Additional Tips 153Summary 156Chapter 16 Creating an Integration Playbook 157Playbook Contents 157Playbook Elements 159How the Elements Work Together 161Applying the Playbook 162Summary 162About the Author 163About the Website 165Index 167