Post-Merger Integration Roles and Responsibilities
An integration strategy is tough to execute without the right people on the right teams with clear responsibilities. A well-defined RACI matrix can help eliminate ambiguity as to which teams are accountable for what.
Most post-merger integrations operate with three-tier team hierarchy. The Steering Committee — CEO, CFO, COO, and senior functional leaders — sits at the top setting direction, approving plans, and resolving issues that require senior leadership input.
Beneath it, the core Integration Management Office (IMO) is the operational backbone: driving momentum, managing cross-functional dependencies, and keeping reporting consistent. The Integration Manager leads the IMO.
Reporting to the IMO, each workstream — Sales, HR, Finance, IT, etc. — has dedicated leads accountable for building and executing their plans. The IMO and functional leaders should meet at the same time, every week — no exceptions. A consistent meeting cadence for all the teams ensures issues are raised and addressed promptly so a brisk pace is maintained and progress is continual.
| Workstream | Deliverable / File | Summary |
|---|---|---|
| IMO | Team Roles and Governance: 100-Day Integration | Defines the teams, roles, decision rights, operating cadence, and controls needed to maintain an integration's momentum from Pre-Close through integration complete at Day 100. |
| IMO | Integration Management Office (IMO) Roles and Responsibilities | Explains the key roles within the Integration Management Office and the responsibilities each one has in planning, managing, and delivering a successful integration |
| IMO | The Role of Post-Merger Integration Manager | Defines the scope and responsibilities of the Post-Merger Integration Manager role, clarifying how it drives strategy alongside the Steering Committee and IMO |
| IMO | M&A Integration Team Roles & Responsibilities | Maps out integration team structure, showing how workstreams, the Steering Committee, and the IMO fit together |
| IMO | Post-Merger Integration Meeting Schedule | Defines series of mandatory meetings on team member schedules so focus on integration is maintained |
| IMO | Post-Merger Integration RACI Matrix | Assigns Responsible, Accountable, Consulting, and Included roles across the steering committee, IMO, functional teams, synergy owners, and accounting for major integration tasks |
| Communications | Post-Merger Integration Communication Matrix | Specifies the type of information, format, and distribution frequency for each stakeholder group |
| Human Resources | Human Resources: 10 Key M&A Responsibilities | Walks through HRs core M&A responsibilities, from workforce planning and due diligence to comparing benefits and compensation between the two companies |