Integration Playbooks: Don’t overlook creating an “Integration Charter”
One critical component of any integration playbook is a charter document and a governance process for decision making. Once integrations are underway you can’t stop and resolve issues relating to scope and governance-you won’t have time.
So, make sure you have a straightforward “Integration Charter” document that is signed off by all key stakeholders that:
• Defines the high level purpose and scope of the integration project
• Identifies the Project Sponsor (e.g. Division) and key stakeholders
• Authorizes the Integration Management Office to manage the integration project
• Identifies resource commitments for the required business function support

Governance:
Equally important is how to administer your integration and establish a governance framework that aids speedy decision making and issue escalation. An example of a governance model for what your IMO (Integration Mgmt Office) is responsible for is outlined below
Status Reporting:
• IMO is responsible for establishing reporting templates/process, training functional project owners, and collecting/summarizing results
• IMO is accountable for highlighting issues for the executive sponsors and reporting any functional reporting gaps
Issue Management:
• IMO facilitates cross-functional collaboration/resolution
• Functional Owners escalate within their function
• Those that cannot be resolved via collaboration, functional escalation will be escalated to executive sponsors
Project Scope Changes:
Initial Plans developed pre-close and approved by executive sponsors
• Changes to scope managed via executive sponsor approval

Synergy Initiative Changes:
• Initial Synergy Plan will be developed by functional owners through close collaboration with the IMO
• Changes to individual synergy initiative scope, amount, measurement method, or timing requires approval by executive sponsors