Implement a "buddy system" during integration by pairing an employee from the acquirer with their counterpart at the target. This provides a personal, concierge-like welcome and a go-to resource for questions, dramatically easing the transition and fostering a feeling of being expected and valued.
Involve the integration lead early in the deal process to act as a 'red team.' Their role is to challenge the business case and probe the plan with practical, ground-level questions, preventing strategic 'echo chambers' and ensuring the deal is executable.
Advocate for a month-long period between signing and closing. This window allows you to ask detailed questions and plan openly with the target team without confidentiality barriers, transforming a potential shock into a collaborative process and setting the integration up for success.
Successful M&A is driven by a deliberate strategy to fill a known gap (geography, service, IP). In contrast, reactive M&A, often a panicked response to market pressure or a competitor's move, usually leads to a botched deal and value destruction.
During site visits, pay attention to seemingly small operational flaws, such as a server located in a kitchen. These details are often symptoms of a much larger, systemic lack of process, security, and risk management within the target organization that diligence checklists might miss.
If a deal team says, "don't bring the integration people in because they'll mess up the deal," it is a massive red flag. This indicates they are likely sugarcoating problems and painting an overly optimistic picture for the seller, virtually guaranteeing post-close surprises and failure.
Understanding a founder's real motivation for selling is crucial. Some want a partner for growth, while others are seeking an exit. A founder could take a partial earn-out and leave the day after closing, abandoning the business and becoming your biggest integration risk.
During diligence, speak directly with the target's largest clients. You may uncover deal-breaking risks, such as a client who will leave post-acquisition because their internal rules prevent reliance on a single, monopolistic supplier, a fact you would otherwise miss.
When acquiring a company, its employees run the risk of feeling "sold" and betrayed. To prevent this, ensure they hear the news from a trusted source with a clear rationale before the deal is finalized. This helps them understand the move and feel like part of the future, not just an asset being transferred.