Is your acquisition actually integrated?
A deal can be legally complete while leadership, teams, systems and processes continue operating as separate companies.
This diagnostic identifies where integration is working, where operating risk remains, and where unresolved gaps may threaten value creation.
What the diagnostic covers
- 1
Leadership & Decision Rights
Assess whether the combined organization has clear ownership, accountability and authority.
- 2
Operating Model & Organizational Structure
Assess whether the acquisition has resulted in one functioning organizational structure rather than two businesses operating under common ownership.
- 3
People & Culture
Assess whether employees have successfully transitioned from legacy-company identities into one organization.
- 4
Commercial Integration
Assess whether sales, marketing, revenue operations, brand and customer-facing activities are functioning as one commercial organization.
- 5
Systems, Data & Process
Assess whether the company has established a coherent technology, data and process architecture.
- 6
Value Creation & Performance
Assess whether the financial and operating assumptions behind the acquisition are translating into measurable execution.
- 7
AI, Automation & Efficiency
Assess whether the integration is being used as an opportunity to eliminate unnecessary work, automate repetitive processes and intentionally redesign how the combined company operates.
Scoring is deterministic. Every score, risk ranking and recommendation traces back to a specific answer, and no part of the result is generated by a model.
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