Post-Merger Integration Scope Statement
This is a practical guide to building a scope statement for a post-merger integration project — a definition of deliverables, boundaries and acceptance criteria, adapted to the realities of integrating two organisations after a deal.
What a Scope Statement is
A scope statement is a definition of deliverables, boundaries and acceptance criteria. For the full concept and how it works in general, see Scope Statement. On a post-merger integration project it plays the same role, tuned to this kind of work.
Why it matters for a Post-Merger Integration project
Post-Merger Integration projects live or die on integrating two organisations after a deal. A well-built scope statement gives the team a shared, explicit reference for exactly that — reducing ambiguity, aligning stakeholders, and making problems visible early enough to act. Skipping it, or doing it generically, is how post-merger integration projects drift into avoidable delay and cost.
What to include
- Deliverables
- In scope
- Explicitly out of scope
- Acceptance criteria
- Constraints and assumptions
Post-Merger Integration-specific considerations
Tailor the scope statement to the risks that most often derail post-merger integration projects:
- Systems and process consolidation
- People and culture
- Realising synergies
Example
On a real post-merger integration project, the scope statement would be shaped by integrating two organisations after a deal. In particular, it should explicitly account for the project’s biggest risks — systems and process consolidation, people and culture, realising synergies — rather than treating them as afterthoughts.