M&A Integration planning during due diligence

Start adding items to your reading lists:
Save this item to:
This item has been saved to your reading list.

Accelerate the transition®

Doing deals is often necessary to drive corporate growth. Companies in search of new markets, channels, products, and operations that acquire outside of their core may face even greater challenges, and M&A has become riskier than ever with the increasing pace of technology changes and industry disruption. 

The due diligence process was historically designed to focus on identifying risk, and either mitigating, negotiating, or abandoning a potential transaction. However, our surveys show: 

  • A significant shift during the due diligence process, from a primary focus on assessing risk, to the addition of early and meaningful identification of post-deal value creation opportunities, including the early development of an integration plan. 
  • Companies are getting integration teams involved earlier in the deal process. 

These factors have resulted in companies better realizing and accelerating value realization after a deal is closed. 

Jumpstart the integration

Critical information for integration planning comes from due diligence findings and recommendations. A smooth transition of knowledge from the due diligence team to the integration team can maintain the company’s momentum, Accelerate the Transition®, and materially increase the odds, and speed, of capturing deal value. Not to mention leveraging valuable time to jumpstart integration planning activities pre-close. The transition from due diligence to integration includes the following activities.

  1. Engage resources to lead integration activities 
  2. Leverage due diligence findings
  3. Formulate an initial integration vision
  4. Deploy a structure to govern the integration process

Contact us

Gregg Nahass

US and Global M&A Integration Leader, PwC US

Michael Pokorski

Principal, PwC US

Follow us