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Many organizations use Mergers and Acquisitions (M&A) as a core lever in their growth strategy and broader business plans. But translating what looks like a strong deal on paper into real value requires thoughtful decisions about how the combined company will actually run—especially the operating model (structure, processes, talent, and behaviors). This McKinsey article argues that integration is a rare window to reset the operating model to match the deal rationale, and it highlights five priorities that separate value capture from value dilution: 1) Quickly define end-state and interim operating models (so planning and continuity stay on track), 2) Use the integration to selectively transform the organization (so the deal rationale becomes operating reality), 3) Announce leaders quickly (to lock accountability and reduce uncertainty), 4) Build an operating model that enables the aspired culture (so decision rights and governance reinforce the culture you want), and 5) Manage change so employees can do their jobs at every stage (so productivity and customer experience don’t suffer during transition). As a deeper-dive supplement, McKinsey’s 166-page 2026 M&A Trends report (which this article draws from) includes additional tactics and practices across the deal cycle, including M&A communications., such as a minute-by-minute plan for announcement-day communications.
