The integration office was stood up in the first week.
The chief integration officer spoke to everyone to seek
the alignment on the guiding principles:
speed to value and people-first and the need
to preserve the acquired company’s culture
while harmonizing with the parent, the vulture
of the impossible balancing act between speed
and culture-preservation was in the mandate’s creed.
It’s the merger integration, it’s the hundred-day plan,
the key milestones that scan
across the timeline to the point at which the combined
entity can say the integration has defined
a new normal, which is twelve months if you’re optimistic
and eighteen if you’re realistic and the realistic
assessment is the one nobody presents to the board,
the merger integration and the hundred-day accord.
The culture survey ran at sixty days and the scores
On the acquired side were lower on the floors
Of belonging and clarity, which the integration team
Reported to the chief integration officer’s stream
As expected variance in the transition period
And the interventions are in the period
Of the next thirty days with the town halls and the connecting,
The merger integration and the culture protecting.
The ERP integration was the hardest technical task,
The two systems had incompatible data masks
And the migration required a team of twelve
For nine months and the final bill to sort
Into was three times the estimate, which the acquisition
Model had not accounted for, the mission
Of the integration office extended to month twenty-two,
The merger integration and what integrations do.