Cambridge
Academy
In London

Introduction

Enterprise integration—whether post-merger, cross-business consolidation, platform unification, or shared services transformation—demands strong governance, disciplined execution, and clear value realization. This advanced program equips integration leaders with practical frameworks to design integration strategy, govern complex workstreams, manage risk and dependencies, and deliver synergies and stabilized operations.

 

Course Objectives

• Design an enterprise integration strategy aligned to business goals and deal rationale (where applicable)

• Establish integration governance, decision rights, and execution cadences

• Build synergy/value realization plans with clear baselines, owners, and tracking

• Manage workstreams, dependencies, risks, and readiness for go-live/stabilization

• Integrate people, process, data, and technology effectively while maintaining business continuity

• Produce executive-ready reporting and make confident integration decisions under pressure

 

Target Audience

• Senior Managers leading enterprise integration and transformation programs

• PMO, program, and portfolio leaders responsible for integration governance

• Operations, finance, HR, IT, and functional leaders leading integration workstreams

• Risk, compliance, internal audit, and controls leaders supporting integration assurance

• Business leaders responsible for synergy delivery and operational stabilization

 

Course Outlines

Day 1: Integration Strategy & Target Operating Model Alignment

• Integration types: M&A PMI, platform integration, shared services, and restructuring

• Defining integration objectives: value thesis, scope, principles, and success measures

• Target Operating Model (TOM): people, process, technology, data, and governance

• Integration approach choices: “absorb,” “best of both,” “stand alone,” “transform”

• Activity: Integration strategy map (objectives, workstreams, milestones, value levers, risks)

 

Day 2: Governance, Decision Rights & Integration Operating Rhythm

• Integration governance structure: steering committee, IMO, workstream leadership

• Decision rights and escalation: thresholds, approvals, and rapid issue resolution

• Stage gates and readiness: design, build, test, cutover, stabilize

• Integration communications cadence: executive updates, stakeholder alignment routines

• Workshop: Build an integration governance charter + RACI + meeting cadence plan

 

Day 3: Value Realization & Synergy Delivery Management

• Synergy types: cost, revenue, working capital, risk reduction, capability uplift

• Baselines and assumptions: building credible synergy business cases

• Value tracking: owners, timelines, benefits registers, and variance management

• Interdependencies: linking synergy delivery to technology/process milestones

• Practical activity: Create a synergy register + benefits dashboard + accountability plan

 

Day 4: Workstream Execution, Risk & Readiness Management

• Workstream planning: scope, deliverables, and dependency mapping

• Risk management: integration risks, operational continuity, and control gaps

• Readiness assessments: people readiness, process readiness, data readiness, and cutover readiness

• Transition and stabilization: hypercare planning, incident handling, and service levels

• Case study: Integration recovery scenario (missed milestones, resistance, and operational disruptions)

 

Day 5: Executive Reporting, Stakeholder Alignment & Sustainable Integration

• Executive reporting: integration dashboards, RAID summaries, and decision asks

• Change leadership: culture integration, talent retention, and leadership alignment

• Controls and compliance: ensuring financial, legal, and operational controls remain effective

• Lessons learned and continuous improvement: playbooks, templates, and maturity roadmaps