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M&A and integration Due diligence · Integration · Divestment

For the post-merger integration lead

Day One is five weeks out, and the target operating model is still a spreadsheet.

You have two organisations that run the same functions in different ways, a retain, merge, redesign or retire call to make on each one, and a steering committee that wants the evidence behind every decision.

  • See where the two operating models actually overlap, from the process content both sides already hold.
  • Decide what the combined organisation keeps, with the dependencies and control gaps visible first.
  • Show the steering committee the evidence behind every retain, merge or retire call.
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The job

Two operating models. One target. Evidence behind every call.

A merger, a carve-out, a shared-services consolidation and an operating-model transformation are the same move. You have two ways of running the work. You need one. And you have to defend the choices you made about the difference.

Most of that work is done on org charts and spreadsheets. Org charts show reporting lines, not how the combined business will actually operate. Spreadsheets of retain and retire decisions carry no record of what was reviewed or what each call depended on, so they do not survive the first challenge from a steering committee months later.

This is not financial due diligence, and it is not an integration-management tool. It is the operational evidence both of those assume already exists. IGX360 Insights builds that evidence from the process content the two organisations already hold, and keeps every decision traceable back to it. See how the IGX360 method gets from repository to intelligence.

Acquirer operating model Target operating model
Compare and match Retain, merge, redesign or retire Target operating model Coverage and assurance
How an adviser uses IGX360 Insights across a deal. Compare and match is adviser-driven, with the product surfacing candidates. Automated matching is not a claim we make.
What IGX360 Insights does here

It analyses the operating model you can evidence. It does not invent the rest.

IGX360 Insights works from the structured process content both organisations already hold. It reads that content, connects it, and shows you what it can and cannot support. Everything below stays inside one boundary: it analyses the operating model as the repository represents it, not transactional execution and not financial value.

Ships today

Read the operating model both sides hold

  • Repository health and maturity: what is documented, owned, approved and connected.
  • Risk and control gaps: critical processes with no adequate risk, control or owner.
  • Modelling-standard adherence, across different conventions on each side.
  • Dependency analysis, and what a change touches two steps out.
  • Governance and ownership visibility across the connected model.
  • Plain-language questions answered through Iggy, with the source attached.
  • Reporting and structured export for the deal or integration team.

Configured per engagement

Run the harmonisation method on top

  • Synergy substantiation: repository-evidenced overlaps, flagged for validation.
  • Carve-out and separation assessment: entanglement across the perimeter.
  • Day One readiness: the critical processes, owners and dependencies that must hold.
  • Process harmonisation: evidence for each retain, adopt, combine or retire call.
  • Target operating model assurance: does the future state have complete ownership, controls and governance.

These are delivered as a configured method with an adviser, not as buttons in the product.

IGX360 Insights does not match acquirer and target automatically, ingest arbitrary spreadsheets, reconcile across vendor repositories in production, discover transaction-level process execution, calculate financial synergies, or run the integration workflow. It identifies candidates, flags them for validation, and keeps the evidence traceable.

Across the deal

Where the operating-model evidence earns its place, stage by stage.

The same connected model is read differently at each point in the lifecycle. Nothing here is an automated product step. Each row is how an adviser uses IGX360 Insights at that stage.

StageHow IGX360 Insights is usedPrincipal benefit
Target assessmentAssess the completeness and quality of the available operating knowledgeKnow whether the target can be understood well enough
Due diligenceSurface operating-model gaps, dependencies, risks and control weaknessesReduce operational deal risk
Deal modellingSubstantiate synergy and integration assumptions against the operating modelMore defensible valuations and benefit estimates
Pre-close planningCompare the two organisations and set Day One prioritiesBetter readiness and continuity
Target operating modelInform what to retain, combine, redesign or retireFaster evidence-led design
Integration executionAnalyse change impact two steps outLess disruption and rework
Workforce restructuringConnect roles to processes, services, risks and knowledgeProtect critical capability
Value realisationTrack baseline, progress, target state and unresolved gapsShow whether value is being delivered
DivestmentIdentify separation dependencies and shared capabilitiesLess separation risk and stranded cost
Which situation are you in

The move is the same. The moment is not.

A diligence lead with three weeks and a data room is not the integration adviser with a Day One countdown, and neither is the separation lead untangling a shared service. Start where you are.

Operational due diligence

operational due diligence lead

The commercial case assumes the target can be integrated on plan. Nobody has tested whether its operating model can carry that.

Read this scenario

Post-merger integration

post-merger integration lead

You have a target operating model to land, a Day One list that keeps growing, and a synergy case that assumes the process changes underneath it are straightforward.

Read this scenario

Divestment and separation

separation lead

You are pulling one business out of another, and the two have been entangled for years across systems, people, controls and suppliers.

Read this scenario
Questions

M&A, integration and divestment: frequently asked questions

Is this a due diligence platform or an integration-management tool?

Neither. IGX360 Insights is the operational evidence layer those depend on. It does not value a deal, run a data room, or manage the integration programme. It reads the operating model both organisations hold, compares them, and shows what each change affects.

The two sides use different repositories and modelling tools. Does that matter?

No. IGX360 Insights is repository-neutral. It works from the process content each organisation already holds, in whatever tool or format, iGrafx first, plus Visio, SOPs and BPMN or XML, and gives you one structure to compare them in.

Can it calculate our synergies?

No. It supports synergy substantiation: it identifies repository-evidenced overlaps in processes, roles, systems and controls, and flags the dependencies that affect feasibility and timing. The financial number still needs the financial, transactional and interview evidence beside it.

Do we need a fully populated repository before we start?

No. SOPs, policy documents, Visio diagrams, exports and workshop notes are enough for a first read. IGX360 Insights shows you what that material can already evidence about the operating model, and where the gaps are.

Further reading

Go deeper on the evidence layer.

See the IGX360 Insights canonical model

Explore Insights

How IGX360 gets you from repository to intelligence

Read the method

Where IGX360 Insights fits alongside Celonis, Signavio and ARIS

Read the positioning
Before you commit the integration budget

One function, both sides, run through IGX360 Insights.

We take a representative slice of one function from each organisation, build the connected model, and show you the overlaps, the gaps and the dependencies you would otherwise find in month three.

Direct to Gareth. Usually a reply within the working day.
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