[Ami Desai]

In many deals the Integration Management Office becomes a reporting layer instead of a decision hub. In your experience, what makes an IMO truly effective rather than bureaucratic? am especially interested in practical ideas on mandate, structure, and how to connect the IMO to real synergy delivery.

[SamirA]

Give the IMO real authority, allow them to be a decision engine rather than just a reporting layer. Structure is also key, keep it lean, senior and embedded, the IMO should sit in the flow of execution, not above it. Action and Value, tracking and reporting are great but active tracking, action performing and value creating from reporting; if reports don’t trigger anything for the IMO he/she shouldn’t maybe be in that position. Lastly, culture is key they should promote accountability, encourage transparent reporting and reward teams for delivering synergies.

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