The role of the integration manager is becoming increasingly more important. IM’s are now expected to directly address the challenges and own more of the decisions stemming from the changing nature of M&A, rather than passing them up the chain of command.
Likewise, many chief executives are less apt to throw a merger at direct reports without having a trusted leader at the helm. While it is of course important that IMs have the support of and maintain a close working relationship with the CEO and other members of the executive team, it is also important that they be able to arbitrate difficult decisions and be reasonably unafraid of ruffling feathers.
It is typically more experienced senior leaders who possess the necessary strategic and financial acumen as well as the execution management capabilities that allow them to work on both pre and post-deal aspects and manage the variety of internal and external teams and specialists on both sides. This broader vision can allow them to better prevent the potential chaos that occurs during integration. With so many moving parts, events and decisions to be made, the IM needs to keep the team focused on the ultimate outcome while being able to execute quickly without panicking or creating additional churn.
Finding all of the skills in a single person is for many an exceptionally difficult challenge. Where such individuals exist, they are typically among a company’s top performers and are already busy with a broad portfolio of management responsibilities.