01
Integration Reality Map
How the two organisations actually operate, side by side.
Before or after an acquisition
The financial model tells you what you bought. We help you understand how the organisation actually works.
Reveal organisational dependencies, duplicated work, integration risks and hidden friction before or after an acquisition.
M&A / Post-Acquisition Diagnostic
Recognition
This may sound familiar.
“Due diligence covered the numbers. It did not cover how work gets done.”
“We are not sure which processes overlap and which conflict.”
“A few people in the acquired company seem to hold everything together.”
“Both organisations describe the same function very differently.”
“We need to decide what to integrate and what to leave alone.”
“We want to avoid an integration that destroys the value we paid for.”
What we help you answer
The questions you need answered before you act.
- 01
Which processes overlap?
- 02
Where are critical people dependencies?
- 03
Which roles are duplicated?
- 04
Where do cultures or operating models conflict?
- 05
Which workflows should be integrated, and which should remain separate?
- 06
Where could integration destroy value?
How the diagnostic works
Your team provides the evidence. We do the heavy lifting.
- 01
Scope
We define the decision you need to make and the teams, workflows or business areas that matter.
- 02
Gather evidence
Employees and managers provide structured input independently through secure online surveys and targeted evidence collection.
- 03
We analyse
GrundMind identifies gaps, contradictions, bottlenecks, readiness issues, perception differences and areas of value leakage.
- 04
You get decisions
Leadership receives a concise, prioritized diagnostic with clear actions and sequencing.
Minimal time from your team. Maximum insight for leadership.
Focused online input from the people involved. No calendar full of workshops.
What we examine
What we look at.
A focused set of dimensions, chosen for the decision in front of you. Not a methodology tour.
Workflow Overlap
Where both organisations do the same work, and how differently.
Role Overlap
Where responsibilities are duplicated or left uncovered.
Decision Models
How each organisation decides, and where the two will collide.
Knowledge Dependencies
Which people and sources the acquired business quietly depends on.
Cultural / Perception Gaps
Where the two organisations see the same situation differently.
Integration Friction
Where integration will slow, stall or create rework.
Value Leakage
Where value is already being lost, and where integration could lose more.
What you receive
What leadership receives
02
Dependency Map
The people, knowledge and processes the acquired business cannot function without.
03
Organisational Gap Analysis
Where operating models, roles and cultures diverge.
04
Integration Priority Roadmap
What to integrate, what to keep separate, and in what order.
Business impact
Why this matters
- Reduce integration risk before decisions become irreversible
- Protect the people and knowledge the deal value depends on
- Avoid duplicated roles and processes persisting for years
- Uncover cultural and decision conflicts early
- Focus integration effort where it protects value
Why GrundMind
A different kind of consulting
Research-based, not opinion-based
Our methodology is grounded in the research foundation of the Grund Institute and structured evidence, rather than generic consulting assumptions.
Small, dedicated senior team
A focused group of experienced people works directly on the engagement. No oversized project team and no unnecessary layers.
Minimal time from your team
We are designed to get the evidence we need without filling calendars with workshops.
We do the heavy lifting
We collect, structure, compare, analyse and synthesize the evidence. Your people provide focused input. We do the consulting work.
Multiple perspectives, not averages
We compare employee, manager and workflow perspectives to expose gaps that averages hide.
Decision-ready output
Leadership receives priorities, actions and evidence, not a long slide deck with vague observations.
Evidence before intervention.
Who this is for
Best suited for
- Acquirers and private equity owners
- Companies integrating a recent acquisition
- Professional services
- Technology
- Advanced manufacturing
When to use this diagnostic
When companies typically use this
- After an acquisition, before integration decisions are locked
- During operational due diligence
- When an integration is underway but progress is unclear
- Before merging teams, systems or functions
The acquisition journey
- AssessYou are hereM&A / Post-Acquisition
- IntegrateExecutive Diagnostic
- OptimiseOperating Model & Value Leakage
Related
Related diagnostics
Next step
Not sure whether this is the right starting point?
Tell us what you are trying to decide or change. We will help you identify the right diagnostic.