In-house M&A Capability

If your company is, or intends to become, a serial acquirer then you are probably thinking about the level of your in-house integration capability. Some companies have experienced professional M&A Integration teams at head office, dedicated solely to working with M&A deal teams and Business Unit managers to successfully integrate acquired targets into their businesses as efficiently as possible.

Most companies do not, and instead need to bring in large teams of external advisors to help during integration and/or rely on whatever experience is available as hand. We often find that lessons learnt during recent integrations are partially or totally forgotten, and that the tools and processes for managing the integration process are recreated each and every time.

By an analysis of recent mergers, acquisitions and joint ventures within your organisation, and a project to collect and collate the processes and tools used, you can easily develop a basic in-house capability, which can be used for future integrations to increase efficiency and decrease the risk to the business.

DD Consulting brings broad and deep experiences of mergers and acquisitions programmes, and can work with your teams to analyse and review the collated materials from recent deals. We work with clients to understand potential future targets and build a robust framework, built on industry-leading tools and methodologies, suited to your operating model, processes and culture.


Here are some key considerations for you when developing your in-house integration capability:

  • What is a suitable time-frame for the project?
  • Do you have the resources to deliver the project?
  • Should you run the project within, parallel or separate to current integrations?
  • How will you collect, order, compare and choose between existing programme tools and approaches? Are new ones required?
  • Should the approach also support separation / divestiture programmes?
  • What over-arching model should be used to view the integration lifecycle? How does this fit with pre-acquisition phases?
  • One approach will never fit all integrations, so which variables should be used to differentiate programmes (target size / cost / complexity, strategic acquisition objectives, geography, product synergies, etc)?
  • How structured is it appropriate for your integration capability to be in order to deliver the most value?
  • What organisational capability most appropriately supports future integrations?
  • How should M&A integration be woven into learning and development in future?
  • What specific tools, templates, methods, courses are required to support future integrations?
  • How can you connect integration leads and team members to each other and appropriate 3rd parties?
  • How can you select, manage and review 3rd party support on integrations?