The 100-Day Plan
Whatever level of integration is appropriate to your strategic rationale, you need a precise plan to carry it through. I recommend creating a 100-Day Plan that addresses two questions: Where do we begin? And what do we want the new company to look like after the first 100 days?
Once a merger is announced, employees from both the buyer and the seller naturally expect changes to occur. If you move quickly in the first 100 days, this anticipation can soften the impact of the changes you implement. If you dawdle, you are likely to meet more resistance as employees go back to business as usual. Of course, integration may not be complete within 100 days, but by then you should be well on your way to realizing the synergies you expected ...
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