Use McKinsey 7-S to identify integration work beyond structure and reporting lines.
The move: use 7-S before declaring integration planned. The 7-S framework prevents a narrow integration plan. Structure matters, but so do systems, skills, staff, style, shared values, and strategy. Hard elements Strategy, structure, and systems are easier to see. They include the deal thesis, reporting lines, tools, processes, and governance. These are usually what the integration office plans first. Soft elements Shared values, style, skills, and staff are harder to see but often decide whether the deal works. They include management habits, trust cues, talent capability, and what people believe the combined company will reward. Alignment question Ask where one…
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