We just came back from an integration project in Salt Lake City. Sitting with my team, we chewed the fat on how things have changed over the years. I started in this game way back in 1994 when I worked for Ford. They had just acquired Jaguar, and, well, it was almost a car crash (pun intended).
In those days, M&A IT integration was all about rolling up your sleeves and walking straight into the firepit. There was absolutely no focus on the softer side of things—pure focus on the work. And while we were there to get the job done, employees voted with their effort—or lack of it.
During the Jaguar integration, we were knee-deep in merging systems. Yet, employees were far more worried about what the acquisition meant for their firm: a US company buying a prestigious UK brand. That fear and uncertainty translated into rushed system testing. Teams signed off on software that wasn’t properly functioning, leading to production line disasters when the systems went live.
Fast forward a few years to HP’s acquisition of Compaq, where I learned about brand loyalty the hard way. Customers firmly believed Compaq’s hardware was more sophisticated and resisted any change. And inside the company? It was chaos. As we flew from one country to another, we faced data center teams barricading themselves inside, refusing to let us do our work. It felt like we were quashing riots, not implementing IT changes.
Yet, despite the resistance, we made it through. Over time, what I saw was a shift: from a purely technical focus to an emphasis on people.
In the early days, integration revolved around rebuilding computers, getting teams on the same communication platforms, and combining apps. Today, it’s still about those things—but with a higher focus on the people experiencing the change.
Now, M&A activity is dominated by mature businesses acquiring startups. Typically, the acquirer operates on a standard stack—Microsoft on the back end, Salesforce, and a well-known ERP system. The startups, in contrast, are often a potpourri of software tools.
Integrations still require a massive amount of effort:
- Rebuilding or replacing Windows laptops
- Application compatibility testing
- Mapping departments and applications
- Training users on new systems
- Migrating servers
- Managing licenses
- Navigating novation concerns
However, the process itself has evolved. Buyers now use tools like Windows Autopilot instead of fully wiping and rebuilding laptops, joining machines to the new business with minimal disruption. Cloud-based applications have eliminated much of the complexity of application testing. Migration tools for back-office systems like Microsoft 365 have turned what used to be weeks of effort into point-and-click operations.
So, where are the challenges now?
Some things haven’t changed:
- Face-to-face connection remains vital. M&A integration is personal, and teams need to feel that the buyer cares about them and their role in the transition.
- Capability gaps between buyer and seller teams. Differing levels of technical expertise can lead to frustration and misunderstandings.
- Letting go of control. For smaller businesses, losing autonomy and becoming part of a bigger machine still causes angst.
- Business process differences. Integrating workflows and processes across two organizations continues to be a major hurdle.
At its core, M&A isn’t just about acquiring systems, processes, or even market share—it’s about acquiring people.
Getting the technology right is table stakes, but the real work lies in ensuring that the people who come with the acquisition are supported, engaged, and empowered to succeed. Without them, the systems don’t matter.
So, as we reflect on that Salt Lake City integration, one thing is clear: the tools and processes may have become more efficient, but the human element remains as critical as ever.
