A spreadsheet won’t help you with integrating your M&A deal

Originally published by Management Today, September 8, 2025

Author:

Richard Burton, Global Managing Partner

A human-centric integration approach is the real differentiator when it comes to making acquisitions pay off. But what does that mean in practice?

In the quest to deliver ROI, acquisition integration plans often zero in on the tangible: aligning systems, consolidating processes, identifying operational efficiencies or go-to-market synergies. These are critical foundations – but they’re not the full picture.

According to PwC’s 2023 M&A Integration Survey, only 14% of companies reported significant success across strategic, operational and financial measures, highlighting how rare truly comprehensive integration success is. But why?

Too often, leaders overlook the human element of integration: the shared understanding, emotional journey and behavioural shifts, on both sides, that will ultimately determine whether the integration thrives or stalls. Without this, even the most well-structured plans can falter under the weight of confusion, cynicism, resistance or cultural misalignment.

When people feel part of something special – when they’re invited to shape the future, when there’s clarity about what’s ahead, and when behaviours align with common values and a shared purpose – that’s when the real value of an acquisition is unlocked. After all, even in a tech-driven world, we know ultimately, it’s human connections that most often drive performance, spark innovation and build lasting loyalty.

In a 2024 study by EY and the Saïd Business School, it was found that leaders who prioritised a human-centric approach to key transformation moments can expect to be up to 12 times more successful.

So how do you make that happen? We’ve identified six essential ingredients that could help transform a post-acquisition integration plan from a transactional numbers exercise into a catalyst for ingenuity and growth.

1. Craft the people story

Every acquisition has a rationale. But beyond the business case lies a deeper need: to create a shared, human narrative that inspires belief and builds trust. A compelling story, supported by authentic proof points, helps people understand not just what’s changing, but why it matters – and how they fit into the bigger picture.

2. Shape the culture

Culture isn’t something you impose or control, but it is something you can influence, evolve and build together. Whether a merger of equals or a bolt-on acquisition, that means recognising the heritage of both organisations and identifying the behaviours and beliefs that can unite them. By co-creating a refreshed culture that reflects new possibilities, you lay the foundation for a more cohesive, energised workforce.

3. Preserve the spark

Acquisitions often target businesses with distinctive strengths—an entrepreneurial spirit, a bold identity or a loyal customer base. These qualities are often the very reason the deal was made. But too often, they’re the first casualties of integration.

Preserving the spark is not just about protecting what made the acquired business valuable, it’s about amplifying it, finding ways to infuse that energy, agility and fresh thinking into the wider organisation. When done well, this doesn’t just safeguard the acquired company’s value – it becomes a catalyst for fresh ideas, innovation and growth.

4. Listen like you mean it

Even when you think you know how people are feeling around the acquisition, taking the time to ask them – and to really listen to what they have to say – can be a powerful signal of intent from leaders. It shows that you’re open to challenge, and that you’re serious about building something better together.

According to Perceptyx’s 2024 State of Employee Listening report, organisations with mature listening strategies are 3.5 times more likely to significantly improve employee engagement.

What’s more, listening doesn’t need to be ‘another boring survey’ or the facilitation of a moan-fest. Done well and creatively, it can be a positive, energising and forward-facing intervention, one that can provide insight, spark ideas, surface hidden opportunities and build trust. It can help people feel seen, heard and part of the journey—not just passengers on it.

5. Fuel the H2H connections 

Integration isn’t just about aligning functions: it’s about those human-to-human (H2H) connections. The kind of connections that build trust, break down silos and create a sense of shared purpose. Sometimes it happens naturally. But more often, especially in the uncertainty of post-acquisition change, it needs to be designed in.

It’s important to create intentional moments where people can meet, collaborate and build relationships. From the memorable day-one event and cross-functional planning sessions to more informal social rituals, drop-in sessions and buddy systems, these touchpoints help create space for curiosity, understanding and a shared ownership of belief in what comes next.

6. Focus on the journey, not just the destination

Full integration takes time. But that doesn’t mean people should feel like they’re in limbo. When the end state feels distant or undefined, it’s easy for people to disengage. That’s the risk of mental distance – when something feels too far away to matter, people stop investing energy in it.

That’s why it’s so important to make the integration journey feel real, relevant and rewarding from the very start. This means designing the journey with intention. Curating moments that bring people together, celebrating the quick wins, recognising contributions and sharing stories of what’s working. And injecting moments of joy, pride and purpose along the way.

So, perhaps we could forget the spreadsheets for a moment. Because when you put people at the heart of the integration process, you don’t just manage change, you create momentum. It’s about building belief, unlocking energy, stimulating innovation and turning uncertainty into opportunities for growth and value.