Integrating Acquisitions into Existing Operations

Unless the acquired company was intended to be a stand-alone, independent operation, integrating the acquisition quickly into the acquiring company is absolutely critical to success. Reasonably detailed plans have to be drawn up and in place well before the acquisition is made, in order for quick integration to show any real results. Why integrate quickly There are a number of reasons, and among them are the following  

Motivating and retaining key personnel is vital to the success of the acquisition. You must give these people good reason to believe that they will be valued, and able to find at least the same satisfaction and opportunity in their jobs that they already have. If you do not, then they are likely to leave, or move in circles, if their direction or sense of importance has been lost in the course of completing the acquisition. People who leave often join competitors or even start their own competing business. This will leave you worse off than if you had never made the acquisition. 

Acquisitions are never inexpensive. You need to make these assets start earning a return for you as quickly as possible. Transition time is dead time. 

The planning process may reveal that the acquisition is not the right one, that it really does not fit after all. Better to learn this and abort the acquisition, than find out after it is too late. The cost of planning now will be far less than having to divest later. 

---