Business Strategy
Post-Acquisition Integration Checklist for Business Groups
By ATTPL HOLDCO / ATTPL GROUP Editorial Team · · 2 min read
A practical first-100-days checklist for integrating an acquired company into a business group: governance, finance, people, customers, systems and compliance.
Why integration decides the outcome
Many acquisitions look good on paper but disappoint because integration is rushed or neglected. The value — new customers, capabilities or cost savings — is realised only when people, processes and controls come together. A clear plan for the first 100 days protects the business while changes are made.
Day one essentials
- Confirm board composition, signatories and delegated authorities; see the delegation of authority matrix.
- Secure bank accounts, treasury access and payment approvals; see treasury controls.
- Communicate with employees, key customers and suppliers about what changes and what does not.
- Protect IT access, data and critical systems.
Finance and reporting
Align the chart of accounts, closing calendar and management reports with group standards so results can be consolidated. Set up group MIS reporting early. Review working capital, debt covenants and tax positions identified in due diligence.
People and culture
- Identify key people and agree retention arrangements where needed.
- Harmonise policies gradually, starting with those affecting compliance and safety.
- Name integration leads on both sides and meet weekly.
- Listen: culture issues usually surface through small frictions first.
Customers, brand and operations
Decide how the acquired brand will sit in the group’s brand architecture. Protect service levels during transition. Look for shared procurement and services opportunities, but sequence them after stability; see group procurement.
Compliance and risk
Update statutory registers and filings for changes in shareholding and directors, add the company to the group compliance calendar, and close gaps found in due diligence. Extend the group’s insurance programme and policies to the new entity. Vendor and partner checks follow the vendor due diligence checklist.
Frequently asked questions
How long does integration take?
Core stabilisation usually happens in the first 100 days, but full integration of systems and culture can take a year or more.
Should the acquired brand be retained?
It depends on brand strength and customer relationships; decide deliberately as part of the group’s brand architecture.
Who should lead integration?
A dedicated integration leader with authority, supported by functional leads from both companies.
Sources and further reading
This article is general information, not legal or financial advice.
