1. OPTIMIZING
INTEGRATION
Padma Thiruvengadam
Kelly Magnuson

2. FROM THE LENS OF THE CEO AND BOARD
SHAREHOLDER VALUE
DELIVER IMMEDIATE TARGET VALUE
POSITION FOR LONG-TERM GROWTH AND RETURN
Align to Strategic
Planning
Talent Plan Org Design, Talent Retention
& Engagement
Deliver on Operational
Plan
+ + +MARKET PORTFOLIO OPERATING MODEL PEOPLE

3. Target
Identification
• Team
• CEO
• CFO
• Business
Development
• Strategy
• Select
Executives
Due Diligence
• Team
• CEO
• CFO
• General
Counsel
• CHRO
• Business
Development
• Strategy
• Select
Executives
Integration
Planning
• Team
• CEO
• CFO
• CHRO
• Acquiring
Company
TEAM
• Target
Company
TEAM
Legal Day One
• Team
• CEO
• CFO
• CHRO
• Merged Team
Transition to
Business As Usual
• Team
• CEO
• CFO
• CHRO
• Merged Team
• Identified
Leaders and
appropriate
team
members
FROM IDENTIFICATION TO BUSINESS AS USUAL
HUMAN RESOURCES PLAYS A VERY CRITICAL ROLE AT EACH PHASE

4. REALIZING VALUE THROUGH INTEGRATION
Immediate Target Value
• Combined Revenue
• Operating Margins
• Portfolio Value
• HIGHER CALIBER TALENT
Long Term Value
• Revenue growth through differentiated value
proposition
• Leveraging Portfolio for incremental value
creation
• Greater ROI
• COLLEAGUES TO REALISE LONG TERM VALUE
PROPOSITION
CEO: Return
on Invested
Capital
SHAREHOLDER RETURN
COLLEAGUES ARE CRITICAL TO DELIVERING IMMEDIATE AND LONG TERM VALUE

5. INTEGRATION PLANNING
MIRROR TEAMS IN EACH COMPANY
Workstreams
Organized on specialty areas of focus
Process
Organized based on how you conduct
business
Project
Organized based on structure of
organization
Program:
Key Objectives for the Integration
Integration
Sales &
Marketing
Sales
Compensation
Product
Development
Product
Portfolio
Prioritization
Manufacturing
Product A
Manufacturing
Individual
Product
Transfer
Research &
Development
Identify, mitigate and manage risk to ensure successful transition to BAU

6. INTEGRATION EXECUTION
LEGAL DAY ONE TO TRANSITION TO BUSINESS AS USUAL
Acquiring
Team
Target
Team
Legal Day
One =
Merged Team
Business as
Usual
Confidential,
Separate Plans,
Data, and
Processes
Transparent and
Combined Plans,
Data, and
Processes
Operations fully
functional

7. VALUE VALUE
EMPLOYER
BRAND
COMPANY
BRAND
EXECUTION
STRATEGY
Business Analysis
Customer Value
PropositionEmployee Value
Proposition
Capability Analysis
ProcessAnalysis
OPERATING MODEL

8. ART AND SCIENCE OF COMMUNICATION
Ø Transparency is critical
Ø Phasing of communication must align with planning
Ø Align internal messaging with external positioning
Ø Constantly assess impact of external messages
Ø Direct the ‘water cooler talk’ to desired area of
focus
Ø Road shows
Colleagues
Vendors
Customers
Investors
Analysts

9. LET’S GO TO YOUR QUESTIONS