M&A Runbook for Infrastructure and Operations

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I&O is often the last to be informed of an impending M&A deal.
The business doesn’t understand the necessary requirements or timeline for integration.
It’s hard to prioritize when you’re buried under a mountain of work.
Documentation may be lacking or nonexistent, and members of the target organization may be uncooperative.

Our Advice

Critical Insight

Manage expectations. The business often expects integration in days or weeks, not months or years. You need to set them straight.
Open your checkbook and prepare to hire. Integration will require a temporary increase in resources.
Tackle organizational and cultural change. People are harder to integrate than technology. Culture change is the hardest part, and the integration plan should address it.

Impact and Result

Tailor your approach based on the business objectives of the merger or acquisition.
Separate the must-haves from the nice-to-haves.
Ensure adequate personnel and budget.
Plan for the integration into normal operations.

M&A Runbook for Infrastructure and Operations Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out how to partner with the business to conquer the challenges in your next merger or acquisition.

M&A Runbook for Infrastructure and Operations – Executive Brief

1. Establish goals

Partner with the business to determine goals and establish high-level scope.

2. Conduct discovery

Find out what the target organization’s I&O looks like.

3. Plan short-term integration

Build a plan to achieve a day 1 MVP.

4. Map long-term integration

Chart a roadmap for long-term integration.

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Workshop: M&A Runbook for Infrastructure and Operations

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 0: High-Level Scope

The Purpose

Establish goals and conduct discovery.

Key Benefits Achieved

Alignment with business goals
Documentation of target organization’s current state

Activities

Outputs

0.1

Consult with stakeholders.

Stakeholder communication plan

0.2

Establish M&A business goals.

M&A business goals

0.3

Conduct target discovery.

I&O M&A Discovery Template

0.4

Document own environment.

Current state of organization

0.5

Clarify goals.

Module 1: Target Assessment

The Purpose

Assess risk and value of target organization.

Key Benefits Achieved

Accurate scope of I&O integration
Risk mitigation plans
Value realization strategies

Activities

Outputs

1.1

Scope I&O M&A project.

I&O M&A Project Napkin

1.2

Assess risks.

Risk assessment

1.3

Assess value.

Value assessment

Module 2: Day 1 Integration Project Plan

The Purpose

Establish day 1 integration project plan.

Key Benefits Achieved

Smoother day 1 integration

Activities

Outputs

2.1

Determine Day 1 minimum viable operating model post M&A.

2.2

Identify gaps.

2.3

Build day 1 project plan.

Day 1 project plan

2.4

Estimate required resources.

Module 3: Long-Term Project Plan

The Purpose

Draw long-term integration roadmap.

Key Benefits Achieved

Improved alignment with M&A goals
Greater realization of the deal’s value

Activities

Outputs

3.1

Set long-term future state goals.

3.2

Create a long-term project plan.

Long-term integration project plan

3.3

Consult with business stakeholders on the long-term plan.

Module 4: Change Management and Continual Improvement

The Purpose

Prepare for organization and culture change.
Refine M&A I&O integration process.

Key Benefits Achieved

Smoother change management
Improved M&A integration process

Activities

Outputs

4.1

Complete a change management plan.

Change management plan

4.2

Conduct a process post-mortem.

Process improvements action items

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