Acquisitions stand as pivotal moments in a company's journey, carrying the weight of significant strategic shifts. Unlike routine operational decisions, buying another company is a high-stakes endeavor that captures the interest and support of the entire executive echelon, from the Boardroom to the C-suite. The integration leader, at the heart of this transformative process, carries the crucial responsibility of not only keeping the executive team informed about the integration's progress but also knowing when and how to tap into their expertise and authority – often through the Executive Steering Committee.
While the Executive Steering Committee typically provides foundational support like strategic direction and integration funding, the reality of complex integrations often necessitates additional, sometimes unforeseen, requests for assistance. These "escalations" are critical junctures where the integration leader seeks executive intervention to overcome roadblocks. Imagine a scenario where clashing cultures or personality conflicts impede team alignment – an executive might be called upon to mediate and guide the respective leaders. Or perhaps securing necessary resources demands persuading a peer executive to prioritize integration needs within their department. In more critical situations, a significant risk threatening timelines or synergy realization might require an Executive Steering Committee member to manage expectations with the CEO or the Board.
However, the executive team's time and focus are finite. Not every hurdle warrants an escalation to this high-level body. To ensure effective collaboration and avoid overburdening leadership, integration leaders should adhere to these best practices when considering an escalation:
1. Elevate Only What Cannot Be Resolved Lower Down: The Executive Steering Committee operates at a strategic altitude, addressing overarching, business-critical matters that necessitate their unique authority. Before considering an escalation, rigorously assess whether the issue can be effectively resolved by individuals or teams closer to the ground. Respect their limited bandwidth by reserving escalations for challenges that truly require executive intervention.
2. Gauge the Likelihood of Executive Resolution: Thoughtfully consider the executive's potential to deliver the desired outcome. For instance, requesting additional funding when the CEO has explicitly set a firm budget ceiling might be a less fruitful avenue than exploring alternative solutions. Prudent judgment in assessing the probability of a successful executive intervention can save valuable time and maintain credibility.
3. Minimize the Executive Time Investment: Recognizing the precious commodity that is executive time, proactively minimize the burden of their involvement. This often entails doing the heavy lifting beforehand. If you need an executive to influence a peer for resource allocation, equip them with comprehensive information, persuasive talking points, and even presentation materials. By streamlining their effort, you increase the likelihood of their engagement and support.
4. Clearly Articulate the Situation, Proposed Solution, and Specific Executive Role: When escalating an issue, ensure the executive fully grasps the context. This includes not just the problem itself but also the key players involved, relevant background, and its connection to the overarching integration strategy and objectives. Crucially, clearly outline your proposed plan for resolution and precisely how the executive's involvement fits into that plan. This clarity empowers them to understand their role and contribute effectively.
5. Highlight the Anticipated Positive Outcomes of Their Support: People are inherently motivated by understanding the impact of their contributions, especially when those benefits align with their own goals. When escalating, articulate the potential financial, strategic, and even political advantages that are likely to result from the executive's support. Where possible, connect these outcomes to their individual objectives and motivations within the company.
Executive backing is the wind in the sails of any successful acquisition integration. More often than not, the executive team stands ready and willing to provide the necessary guidance and support. However, they can only act effectively when they are clearly informed of the challenges and understand precisely how their involvement can make a difference. Therefore, strategic and thoughtful escalation, guided by these best practices, is a critical skill for integration leaders striving to maximize the chances of a seamless and value-driven acquisition.
