Integration on Day One

You can do it the hard way - or the HARDT way.

Thoughts from the PMI experts - THE HARDT GROUP

Absolute Radio Silence

"After the closing, we didn't hear from our new owner for six months." - Instead of celebrations on Day One, this company faced endless waiting. Ever since I heard this story from a CEO a few years ago, it has topped my personal list of the biggest Day One faux pas - by a wide margin.

The CEO of this company faced an enormous challenge. On one hand, he had no information about the new owner's vision, strategy, or goals due to complete radio silence. On the other hand, he had to meet employees' expectations, provide some form of guidance, and keep morale high. Meanwhile, external stakeholders also needed information. And as if that weren’t enough, business operations had to continue - his responsibility as well.

How Should You Organize Day One? What should you do? What is expected? These are the questions we address in this article.

When Is Day One?

The famous Day One - but when does it actually take place? It is rarely set in the purchase agreement. The closing - the formal completion of the transaction - also cannot always be predetermined. Various closing conditions must first be met, including regulatory approvals. Sometimes this process is swift, but it often takes weeks or even months.

Closing marks the economic and legal transfer from seller to buyer. The buyer takes full control of the target company, and a new era begins for both organizations. Day One is the first day of this new age.

Day One: Just Another Day?

What makes this day so special? It often falls on the first of the month, but sometimes it’s mid-month. A new beginning is something special, but does it really require so much attention?

Imagine a new employee’s first day. This moment is undoubtedly important to him. If the newcomer is the new CEO, tasked with leading a major transformation, then the first day is just as significant for the entire workforce.

New employees expect a proper welcome - not necessarily flowers or champagne, but at least orientation. Where is their office? What tools do they have? What tasks await them? They want to start quickly and eliminate uncertainty.

Now, apply this to an entire workforce - 50, 100, 500, or even 1,000 people. Their expectations are similar: a warm, sincere welcome, clear guidance, and a sense of security. They are asking themselves: What happens next? What does this mean for the company, my department, my manager, my colleagues - and for me personally?

Welcome to Day One - the day of high expectations.

The Day One Multitool

I have never met anyone who deliberately ignored these expectations. To be honest, I’ve never met the buyer from the introduction either.

There is no magic formula or secret sauce for a flawless Day One, but there is an extensive toolkit you can use. However, it’s essential to understand the priorities of the organizations involved and the requirements of post merger integration.

Employees need orientation and security. That means they must be informed - clearly, consistently, and authentically. This is where the integration story comes in. It answers key questions. Who are we (as the buyer)? What is our strategy? How do we view the target company? What aspects of the target do we value? (Keyword: appreciation and recognition) What are our goals for this acquisition? What does our joined future look like? How will the integration unfold?

That’s a long list, but these points should already be clear before the signing. On Day One, they need to be communicated in a simple and digestible way.

Day One is also the ideal time to outline the broader integration plan. Messages must be well-structured, easy to understand, and actionable. Of course, they should be reinforced over time - but they need to be right the first time.

The Magic of Day One

Every new beginning carries its own magic. Day One marks the official start of the integration. It’s an opportunity to harness the momentum of change and generate energy for the months of transformation ahead.

It’s also a chance to create touchpoints, points of contact between employees from both organizations. These interactions are the catalyst for the teams to grow together - and thus for successful integration. On Day One, it’s important to create these touchpoints deliberately.

The Welcome Package

Small gifts not only maintain friendships but also can go a long way in making a transition smoother. A well-thought-out welcome package is more than just branded office supplies - it conveys appreciation and sets the stage for constructive collaboration.

For example, a personal letter from the new CEO - short, authentic, and personally signed. It's a lot of work, but it carries genuine appreciation. If a rebranding has already be decided, new business cards can reinforce a sense of belonging. But what about those who won’t be part of the journey? How do you communicate this honestly and respectfully?

The Q&A Page

A Q&A page on the company intranet helps reinforce key messages and allows employees to access information when they need it. What questions might employees have? What answers can be provided immediately?

Even if not all details are settled, collecting open questions and addressing them in due course builds trust. A hotline - such as an email inbox or an internal forum - can also be valuable. The key is to respond promptly and update the Q&A with relevant new information.

The good old Roadshow

With remote work becoming more common, you might be tempted to hold Day One virtually. The new CEO could deliver a speech from their home office - or even their couch. Technically possible, but a really bad idea. The nonverbal message? A lack of appreciation or genuine interest.

Presence matters. Being on-site and physically available on Day One makes a huge difference. It shows that leadership takes integration seriously and values personal connection. But what if the target company has multiple locations?

A live video broadcast can help ensure all employees experience Day One firsthand. Employees understand the CEO can’t be everywhere at once. However, other board members or executives from the acquiring company can visit different locations, reinforcing personal engagement.

And Day One shouldn’t stand alone. The next step? A roadshow - a tour of different locations to maintain momentum. Yes, it’s exhausting. Yes, it might feel repetitive after the fifth or ninth speech. But that’s part of a CEO’s job in post merger integration. There’s no excuse for skipping personal engagement.

Merger of Equals – Is it Good News?

A merger of equals sounds like a fair and balanced process. Shouldn't that evoke positive reactions on both sides? But is this really the case?

When two equal companies merge, neither organization takes the lead, and no one sets the tone. As a result, everything is in question - for both companies. Anyone who has been through this process knows how much uncertainty it creates among employees on both sides.

So how can this uncertainty be managed? Many questions remain unanswered on Day One. What will the future organization look like? Which departments will stay? Who will take on key leadership roles? Often, the consultation process with the works council hasn’t even been completed at this stage.

The solution is both difficult and straightforward: honesty and transparency. If certain decisions haven’t been made or finalized, it’s crucial to communicate that openly. Instead of offering vague reassurance, provide a clear update: The consultation process with the works council is ongoing. We will be holding discussions in the coming days and will update you as soon as we have news.

Employees don’t expect immediate answers - but they do expect consistency and reliability in communication. And that starts with honesty.

Beyond Communication and Leadership

Some situations add another layer of complexity - especially when the target company is no longer fully operational. This can happen in an asset deal involving employee transfers during insolvency or a carve-out where key functions must be rebuilt from scratch.

In such cases, critical questions arise: Who will ensure that wages and salaries are paid on time? Is the supply chain management able to order raw materials for the production?

These challenges must be addressed in advance to Day One. Typically, the seller remains available to provide support, but this preparation phase should never be underestimated - it determines whether the joint restart works or descends into chaos.

On Day One, all essential matters should be clarified. Clear communication is especially crucial in these high-uncertainty scenarios, as employee concerns are often amplified. Unexpected problems will inevitably arise, but the key is to identify and resolve them quickly - above all, in the best interests of the employees.

What Comes After Day One?

After Day One is still before success. The work continues.

Integration must be actively managed and consistently driven forward. The key to long-term success is persistence - keeping at it every day.

Day One marks the start of a new era, but is it the most important day? It’s too early to tell. One thing is certain, it is critical.

Every transaction is different, and there is no one-size-fits-all approach to Day One. However, one truth remains:

On Day One, everyone listens closely — not just with their ears, but with their eyes.

This is the moment when leadership and communication matter most.

I am a firm believer in transparency and honesty. Of course, some situations require discretion - such as when final approval from the works council is still pending. But everything that can be shared should be shared. After all, trust isn’t built on perfection but on clear, reliable communication.

The Hardt Group GmbH – The Transformation Agents

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