Most post-merger surveys point outward, asking employees how the company is handling the transition. This one points the mirror back at the integration team itself — a self-assessment with real teeth, built to surface what's actually working inside the IMO before senior leadership has to find out the hard way, in a board meeting, after it's too late to course-correct.
Twenty-five statements, rated on a five-point scale, split into two distinct zones. The first interrogates the integration effort itself: were mission-critical issues correctly identified, were milestones realistic, did the team stay on budget and on schedule, was stakeholder input genuinely solicited or just collected for show, was cultural integration actually attended to or quietly left to sort itself out. One question stands out for what it implies about a team's self-awareness — did the team celebrate wins and keep employees engaged along the way. Most post-mortems never think to ask whether the process felt human.
The second zone turns the question to leadership specifically. Has the integration manager handled hard decisions well? Navigated conflict inside the team without letting it fester? Stayed fair and objective when stakes were high and stakeholders disagreed? Earned enough credibility to keep leading the team to the finish line? The survey closes on the question that matters most and gets asked least: does this team have a clear, shared idea of the exit criteria that let them declare the job done and disband? Results feed directly into senior management briefings — which makes this less a feel-good pulse check and more a structured performance review for the function steering the entire integration.