Integration management
A measured and structured approach
As a key actor in the largest ever integration in the logistics industry, I suffered from all the key mistakes managers make, including my own, and also witnessed some Best Demonstrated Practices.
• Developing a structured approach
– The strategy is clear, but is the path to integration layed out in well defined milestones?
– Have you grouped your key integration projects and assigned them to individual owners?
• Measuring progress
– It's all about the bottom line, fine, but are your integration 'must wins' clearly linked to the P&L?
– Are you tracking the 'soft' wins as well? (i.e. people retention, employee satisfaction, communication effectiveness)
• Hurrying up slowly
– Are you implementing - and celebrating - those early key quick wins which will tip the balance?
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Are you avoiding the pitfall of focusing internally so much that your customers can feel it?