Value Drivers by Team: 100-Day Integration

 This is an example of how each of the integration workstreams will drive value in a 100-day integration:

• Sales has four key value drivers: bidirectional cross-selling into each company's existing accounts, bundled product offerings that support higher pricing and geographic expansion, sales organization rationalization to eliminate overlapping roles while preserving territory coverage, and improved pricing power paired with faster pipeline velocity from expanded enterprise coverage. 
• IT covers organizational rationalization from combining two IT departments, data center consolidation to eliminate duplicate facility costs, SaaS license consolidation across productivity and analytics tools, and broader infrastructure consolidation spanning device management, telephony, ITSM, and network monitoring. 
• Finance's drivers are tax and treasury optimization (NOL utilization, treasury centralization, working capital improvements), real estate and vendor consolidation, finance systems consolidation onto a single ERP, and headcount and audit function rationalization. 
• HR's drivers include headcount rationalization, HRIS and vendor consolidation, benefit plan alignment (401(k), health plans), and harmonizing policies like PTO and severance across both entities. 
• Legal covers outside counsel consolidation, legal entity rationalization to reduce redundant registration and filing costs, and litigation portfolio consolidation to eliminate duplicative reserves. 
• Communications includes agency and retainer consolidation, a unified narrative and messaging framework, employee trust protection through consistent communication, and brand and market confidence management.
• IMO is framed differently from the others since it doesn't own a standalone value driver — instead its four points describe its role as the coordinating function: standing up governance quickly, maintaining a single source of truth for tracking, owning value realization tracking across all workstreams, and running the Day 1 through Day 100 cadence that keeps every team accountable. 

Ultimately, value maximization depends not on any single team, but on all of them achieving their goals while working in concert in one another.