On Point Consulting takes a holistic approach to integration which involves a four phase successful methodology. By focusing on integration from the beginning of the deal to the end we help ensure that maximum value is achieved. We work with companies at various stages in their integrations and can add value at any point.

Phase One — Integration Due Diligence

Once a target has been selected, valuated and explored with preliminary due diligence, the integration work begins. On Point works with the executive team to articulate clearly the deal's value drivers. The value drivers are the cornerstones of all aspects of the integration. The integration strategy is developed focusing on the perceived synergy of the deal to properly manage risk and opportunity. Structure begins to be built around all of the domains impacted by the acquisition to extract value with a sense of urgency as the deal and the integration strategy progress.

Phase Two — Integration Planning

The integration strategy is transformed into a detailed integration plan. Functional integration teams are formed and coached in their roles. The information gathered during due diligence is embedded in the various integration plans. Our holistic approach analyzes the organizational infrastructure, business processes, technology and culture to build roadmaps for each domain. Risks and opportunities associated with the value drivers are further detailed. The business strategy is transformed into action plans and projects. Resources are identified and aligned with priorities and structured plans are carefully crafted to deliver quick hits at early milestones. Long term plans are also built to keep the organization focused on the end state objectives.

An integration office is established to help manage the process with a structured governance program. Projects are tracked by functional integration teams and reported to the executive operating team.

Phase Three — Transition

The transition phase begins at the transaction close and is typically completed within 30 days. This is an "all hands on deck" phase. It involves substantial risk if not planned and executed properly. Mistakes made during this phase have irrevocable consequences with employees and customers and may ultimately contribute to declining company value. Early success is achieved by implementing your Day 1 plan and Week 1 plan to ensure momentum. Open and honest communication with employees of both the acquirer and the target is essential.

Much of the "blocking and tackling" activities of integration take place during Transition. The activities are focused on securing the assets of the acquired company, engaging employees, and completing the quick-hit strategies. Transition progress is continuously measured and tracked. The plans are refined with new information. Resources are prioritized to reach expected milestones.

Phase Four — Execution

Execution is the continuation of the Transition Phase. Execution delivers the high impact, high value integration synergies. It is essential to deliver quick hits during Execution. This demonstrates that the value drivers are being vigorously pursued and momentum is being built within the teams.

We recognize that there also are longer term integration considerations. Many synergies are realized only after major integration activities are complete. Staying focused on the deal drivers, governing under a formal integration office, communicating frequently to all constituents, and delivering value on a 30 day cycle will keep the integration on track and deliver the expected benefits of the deal.

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By starting integration planning early and executing it through full integration, the early perception of the value of the deal becomes reality. Maintaining executive involvement and following a structured process from beginning to end is critical to the success of the deal.