{ "media_type": "text", "post_content": "Why is merger integration looked down upon? I know it can essentially be project/program management , but it pays pretty well, you get exposure to executives, and WLB isn’t terrible. What am I missing?", "post_id": "60ef2592deac58002a71f112", "reply_count": 21, "vote_count": 16, "bowl_id": "58f80826e7a8f40010f604e5", "bowl_name": "M&A - Mergers and Acquisitions Professionals" }

Why is merger integration looked down upon? I know it can essentially be project/program management , but it pays pretty well, you get exposure to executives, and WLB isn’t terrible. What am I missing?

likeupliftinghelpful
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It’s not. I love it. You do the DD pre-sign, then MI allows you to execute on your findings, synergies, TSAs, etc.

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Having worked in big corporates and the big 4 on integration and operational separations, generally it is looked down on by consultants who either haven't had to do it / or don't understand how hard it is for clients to execute properly. It's where all the DD, deal slides and models, and value creation hypothesis become reality.

likesmart

Probably because it’s not as sexy as executing an M&A transaction. Despite the fact that the value creation and integration is probably one of the most important pieces of an M&A transaction. Just my guess

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Corp Dev. quickly moves on and leaves the gaps to be filled by the functional lines, which if poorly structured within the deal, quickly becomes everyone else’s issue. Let’s be honest, how many Corp Dev leads have been terminated for a terrible DD effort and post planning?

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In bschool our professors always advocated that if there was a PMI role to always take it 100% of the time, don’t blink or think twice. These are the strategic operators who understand organizations better than anyone else and if you’re successful, you can write your own ticket the rest of your life. If you feel it’s looked down upon, i would say stop caring. You are going to win the war

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This comment made my morning. Thanks!

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I've found the workstream work to be much more interesting than the overall IMO/PMO coordination. I believe the the coordination roles aren't that great for WLB either. It's like puppet mastering on roids, and you're distracted constantly by 100 crying babies (clients). Rationalization work for specific functions in either front and back office can be pretty interesting. I enjoy most of it except for anything dealing with IT apps or systems. That stuff is a mess and I'll never dare to touch it again. It's a grind and it sucks.

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It is hell with a splash of solar storm...

funny

PMI is probably the single best role a consultant can take that’ll prepare them to be a business operator/run a business unit in a corporate setting aka where all the $$$ are

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Don’t think it’s looked down upon unless it becomes a pure PMO engagement.

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Tbh I love it. Way better WLB than diligence, great senior exposure, and it’s still pretty fast paced and stimulating

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Cause management is mentally already "done" with the transaction and is golfing with IB buddies about the next transaction. How hard can it be to do this integration when all the heavy lifting is already done, why is IT costing so much? All in the eye of the beholder I suppose

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If you call it PMO work, frankly you never learned to do it correctly. It’s not like a PMO at all. There is a reason we call it IMO.

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just a lot of administrative beauacry, just lots of templates, tons of non-value added stuff

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Deloitte is 100% admin - just pencil whipping templates

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same group

Having done strategy, diligence and integration function and integration PM roles, it’s because it’s legit easier. It’s not as complex - it might be high hours too, but it’s not hard. There are exceptions to the rule, but the rule largely holds.

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