Integration managers: special leaders for special times

Area of Science:

• Business Management
• Organizational Behavior
• Mergers and Acquisitions

Background:

• Company acquisitions are complex processes lacking traditional ownership.
• A gap exists in managing the integration of acquired entities.
• The role of an integration manager has emerged to address this gap.

Purpose of the Study:

• To investigate the impact and role of integration managers in mergers.
• To identify key contributions of integration managers to the acquisition process.
• To define the necessary skills and future potential of integration managers.

Main Methods:

• In-depth interviews with integration managers and their colleagues.
• Case study analysis of five specific acquisitions (TI, General Cable, Meritor Automotive, Lucent, Johnson & Johnson).

Main Results:

• Integration managers accelerate mergers, provide structure, build social connections, and ensure short-term wins.
• Specific examples illustrate the varied contributions of integration managers across different companies.
• Essential skills include rapid adaptation, smooth communication across hierarchies, and bridging cultural divides.

Conclusions:

• Integration managers are vital for effective post-merger integration.
• The integration manager role serves as a model for future leadership in dynamic organizations.
• The skills required for integration management are increasingly relevant in the digital age.