A successful deal can be derailed by poor information transfer between the diligence and integration teams. Without a structured handoff process and a centralized system of record, valuable context on risks and rationale is lost, forcing the integration team to rediscover critical information post-close.
Viewing TSAs as simple contracts encourages extensions and complacency. Framing them as projects with defined start dates, end dates, and scopes creates the necessary urgency for the acquiring company to build internal capabilities and exit the agreement on time, preventing costly integration debt.
A carve-out is not a simple asset transfer but the creation of a new, independent company. This process involves establishing entirely new IT, security, payroll, and benefits systems, which are often deeply entangled with the parent company's infrastructure and require significant time and resources to stand up.
Standard project managers focus on specific workstreams. An IMO provides holistic, cross-functional oversight, understanding upstream and downstream dependencies. Their experience across multiple deals allows them to act as a trusted advisor to leadership, bridging the gap between functional execution and strategic goals.
Executive time in an M&A process should not be wasted on routine status updates. The steering committee's primary purpose is to be a decision-making body. Meetings must focus exclusively on program health, escalating critical risks, and making key decisions that functional teams cannot resolve on their own.
Pre-close diligence provides an incomplete picture due to legal and access limitations. The first 30 days post-acquisition represent the real discovery phase. This is when the integration team gains full access to financials, customer data, and systems, allowing them to validate assumptions and refine plans based on complete information.
Teams often treat TSA budgets as 'free money' for integration, leading to casual extension requests. To drive urgency, integration leads must show how TSA costs directly impact a functional team's P&L. This shifts perception from a central budget item to a direct departmental expense, accelerating the exit process.