SCOTT C. WHITAKER has over 30 years’ experience covering M&A strategy, integration, carve-outs, divestitures, and internal M&A capabilities development. He was a co-founder of Global PMI Partners, an international M&A consulting firm, and has been a Managing Director at E78 since 2023. Previously, Scott held senior-level marketing, sales, and operations positions with several Fortune 500 companies.

• Acknowledgments xiChapter 1 Introduction 1Who Should Use This Book? 2How This Book Is Organized 2A Word to the Wise 6Chapter 2 Mergers and Acquisitions 101 and Assessing Integration Complexity and Risk 9Mergers and Acquisitions 101 9Understanding Transaction Types and Integration Scope 10Assessing Integration Complexity and Risk 14Assessing Integration “Debt” 19The Evaluation and Measurement of Performance 22Summary 22Chapter 3 Making the Business Case for Integration 23The Business Drivers of M&A Activity 23Why M&A Can Be So Difficult 27Making the Business Case for Integration Support 30The Challenges of Integration 32Integration Success Factors 36Summary 37Chapter 4 An Introduction to Integration Planning 39Integration Activities 40Integration Timetable Considerations 41Integration and Business Planning 44Managing the Change, People, and Potential Business Disruption 46Summary 48Chapter 5 The Pre-planning Phase 49Key Activities 50Reviewing Planning Documents 52Assessing Potential Challenge Areas 55Managing Integration Delays 59Summary 60Chapter 6 The Importance of Due Diligence 61Due Diligence Documents Lists 63A Few Words about IT Due Diligence 75The Due Diligence Process and AI 76Assessing “Integration Debt” 78Summary 79Chapter 7 Establishing an Integration Management Office 81Setting Up an IMO Office 83Determining Functional Resource Commitments 89Setting Up an IMO Project Charter 94A Note on Carve-outs 96Summary 99Chapter 8 Executing Your Integration Plan 101Defining the Overall Integration Strategy 102Developing the Functional Work Plans 104Project Management Tools 107Functional Work Plans 108Integration Workstreams 110Functions Requiring Extra Attention 118Summary 123Chapter 9 Planning Your Integration’s End State 125How to Know When an Integration Is Finished 126The Typical Process: Roles, Responsibilities, Tracking, and Finishing Well 130Summary 134Chapter 10 Effective Communication Planning 135Communication Planning Objectives 136Guiding Principles for an Effective Communication Plan 137Establishing a Communication Matrix 138Communication Planning and Execution Scope 149Summary 152Chapter 11 Managing Culture and Change During M&A 153What Is Culture Exactly? 153Managing Cultural Integration Activities 154Managing Change During M&A 162Summary 165Chapter 12 HR Diligence and the Talent Assessment Process 167Human Resource Diligence 168Talent Assessment Guiding Principles 173Talent Assessment Objectives 174Evaluation Tools for Assessing Talent 174Retention/Separation Guidelines and Policies 176Dependencies for Talent Assessment/Retention and Separation Activities 183Things to Avoid 185Summary 186Chapter 13 Synergy Program Management 187“Synergy” in the M&A Context 188Effectively Managing Synergies 192Common Synergy Realization Pitfalls and Warnings 197Summary 199Chapter 14 Information Technology and Infrastructure Integration 201IT Integration in M&A 201IT’s Role During Early Integration Planning 202Day 1 Planning 204IT Workload Examples 206Application Decisions 210Summary 214Chapter 15 Evaluating Integration Results and Improving Your Post-merger Integration Program 215Improving Initial Deal Thesis Clarity 215Measuring Progress at Day 90 (Close +90 Days) 219Other Lessons Learned During Periods of Transformation 219Additional Tips 227Summary 228Chapter 16 Creating an Integration Playbook 229Example Playbook Phasing Constructs 232Playbook Optimization 232Applying the Playbook 236Integration Manager Sample Job Description 237IMO Process Documentation 240Summary 241Chapter 17 Artificial Intelligence and the M&A Process 243Deal Sourcing 243Due Diligence 244The Valuation Process 244Integration Planning and Execution 245Summary 246About the Author 247Index 249

SCOTT C. WHITAKER has over 30 years’ experience covering M&A strategy, integration, carve-outs, divestitures, and internal M&A capabilities development. He was a co-founder of Global PMI Partners, an international M&A consulting firm, and has been a Managing Director at E78 since 2023. Previously, Scott held senior-level marketing, sales, and operations positions with several Fortune 500 companies.

• Acknowledgments xiChapter 1 Introduction 1Who Should Use This Book? 2How This Book Is Organized 2A Word to the Wise 6Chapter 2 Mergers and Acquisitions 101 and Assessing Integration Complexity and Risk 9Mergers and Acquisitions 101 9Understanding Transaction Types and Integration Scope 10Assessing Integration Complexity and Risk 14Assessing Integration “Debt” 19The Evaluation and Measurement of Performance 22Summary 22Chapter 3 Making the Business Case for Integration 23The Business Drivers of M&A Activity 23Why M&A Can Be So Difficult 27Making the Business Case for Integration Support 30The Challenges of Integration 32Integration Success Factors 36Summary 37Chapter 4 An Introduction to Integration Planning 39Integration Activities 40Integration Timetable Considerations 41Integration and Business Planning 44Managing the Change, People, and Potential Business Disruption 46Summary 48Chapter 5 The Pre-planning Phase 49Key Activities 50Reviewing Planning Documents 52Assessing Potential Challenge Areas 55Managing Integration Delays 59Summary 60Chapter 6 The Importance of Due Diligence 61Due Diligence Documents Lists 63A Few Words about IT Due Diligence 75The Due Diligence Process and AI 76Assessing “Integration Debt” 78Summary 79Chapter 7 Establishing an Integration Management Office 81Setting Up an IMO Office 83Determining Functional Resource Commitments 89Setting Up an IMO Project Charter 94A Note on Carve-outs 96Summary 99Chapter 8 Executing Your Integration Plan 101Defining the Overall Integration Strategy 102Developing the Functional Work Plans 104Project Management Tools 107Functional Work Plans 108Integration Workstreams 110Functions Requiring Extra Attention 118Summary 123Chapter 9 Planning Your Integration’s End State 125How to Know When an Integration Is Finished 126The Typical Process: Roles, Responsibilities, Tracking, and Finishing Well 130Summary 134Chapter 10 Effective Communication Planning 135Communication Planning Objectives 136Guiding Principles for an Effective Communication Plan 137Establishing a Communication Matrix 138Communication Planning and Execution Scope 149Summary 152Chapter 11 Managing Culture and Change During M&A 153What Is Culture Exactly? 153Managing Cultural Integration Activities 154Managing Change During M&A 162Summary 165Chapter 12 HR Diligence and the Talent Assessment Process 167Human Resource Diligence 168Talent Assessment Guiding Principles 173Talent Assessment Objectives 174Evaluation Tools for Assessing Talent 174Retention/Separation Guidelines and Policies 176Dependencies for Talent Assessment/Retention and Separation Activities 183Things to Avoid 185Summary 186Chapter 13 Synergy Program Management 187“Synergy” in the M&A Context 188Effectively Managing Synergies 192Common Synergy Realization Pitfalls and Warnings 197Summary 199Chapter 14 Information Technology and Infrastructure Integration 201IT Integration in M&A 201IT’s Role During Early Integration Planning 202Day 1 Planning 204IT Workload Examples 206Application Decisions 210Summary 214Chapter 15 Evaluating Integration Results and Improving Your Post-merger Integration Program 215Improving Initial Deal Thesis Clarity 215Measuring Progress at Day 90 (Close +90 Days) 219Other Lessons Learned During Periods of Transformation 219Additional Tips 227Summary 228Chapter 16 Creating an Integration Playbook 229Example Playbook Phasing Constructs 232Playbook Optimization 232Applying the Playbook 236Integration Manager Sample Job Description 237IMO Process Documentation 240Summary 241Chapter 17 Artificial Intelligence and the M&A Process 243Deal Sourcing 243Due Diligence 244The Valuation Process 244Integration Planning and Execution 245Summary 246About the Author 247Index 249