It’s not unusual for business leaders to merge or acquire companies in order to grow their businesses. However, when the companies are based entirely or in a part remote, it can make for an interesting mix. This article will look at best practices for an effective merger and acquisition.

When a company is bought in the process, the buyer may offer cash, stock, or a combination of these to buy the target company’s assets, and assume its debt. This is a less complicated alternative than a full acquisition because the acquired company’s name and organization are retained.

To be successful in the integration process the company acquiring it will have to integrate its culture with the company it is aiming to acquire. This will require an exhaustive due diligence on culture before the purchase. Especially for remote work era businesses, this can be a major issue. The M&A won’t be a success in the event that employees are not brought together quickly. They won’t have the time to meet over drinks or build new connections during events to build teams.

At the beginning, establishing an organized and precise plan for integration is crucial to the success of M&A. It is also crucial to create a team that will oversee the planning and execution of the integration. This team, also called an IMO (Integration Management Office), should include both internal and outside experts. This group will help keep the integration on track, offer guidance and accountability for the process and serve as a central source of truth for employees during the transition.