Post-merger integration synergy tracker template: value tree, owners, run-rate, and risks
Quick answer
A synergy tracker turns PMI from meetings into money. Use one value tree, one owner per lever, and weekly run-rate reporting with risks and dependencies. Track both realized savings and in-flight actions so leadership can remove blockers early.
What is a synergy tracker template?
A synergy tracker template is a structured spreadsheet (or dashboard) that connects planned synergies to owned actions, timing, and verified results. A good template includes a value tree (also called a value driver tree), one owner per lever, a run-rate view, and a risks and dependencies log.
This page is built for people searching synergy tracker template, PMI value tree, synergy tracking dashboard, integration management office, synergy run rate, cost synergy tracking, and revenue synergy plan.
PMI basics: post-merger integration and the integration management office
On this page, PMI means post-merger integration, not Project Management Institute. Post-merger integration is the work after close to combine companies and deliver planned value, including synergies.
What is post merger integration?
Post-merger integration (PMI) is the process of combining businesses after a merger or acquisition so the combined company can deliver planned value and operate as intended.
What does post integration mean?
Post integration refers to the period after close when teams are integrating systems, people, processes, and governance.
Integration management office
An integration management office (often called an IMO) is the group that runs the PMI cadence, keeps plans consistent across workstreams, and drives decision speed. In many integrations, the IMO owns the synergy tracking dashboard and runs weekly value reviews.
Sources: [S1], [S2], External: Wikipedia, BCG
Internal help: PMI strategy and execution, post-merger integration, mergers and acquisitions.
PMI value tree: how to build a value tree that holds up
A PMI value tree is a simple map from the deal model to real levers. It breaks each synergy into drivers that can be owned, measured, and checked. If a synergy cannot be written as drivers, it is usually a guess.
Value tree structure (example)
PMI value tree (copy/paste outline)
Total deal value
1) Cost synergies
1.1 Procurement savings
Driver: unit cost reduction x volume
Owner: Procurement lead
Proof: vendor price list, contract, invoice sample
1.2 Headcount and span of control
Driver: FTE reduction x loaded cost
Owner: Functional leader
Proof: approved org chart, payroll run, role eliminations
1.3 Facilities and footprint
Driver: site exits x run cost per site
Owner: Ops lead
Proof: lease exit, utility spend, fixed cost removal
2) Revenue synergies
2.1 Cross-sell
Driver: attach rate x volume x margin
Owner: Sales leader
Proof: pipeline, closed-won, margin report
2.2 Price and packaging
Driver: price lift x retention x volume
Owner: Product leader
Proof: pricing change record, churn, cohort results
3) One-time costs (integration costs)
3.1 Systems and data migration
3.2 Severance and retention
3.3 Rebranding and legal entity
Synergy run rate: what to report weekly
Synergy run rate is the annualized pace of benefits you are currently getting. A weekly report should show two things side by side: realized run-rate and what is still in flight (actions not yet showing up in the numbers).
| Field | What it means | Example |
|---|---|---|
| Planned run-rate | Annualized target at steady state | $12.0M per year |
| Realized run-rate | Annualized benefit already visible in data | $4.5M per year |
| Forecast run-rate | Expected realized run-rate by a future date | $8.0M by Q3 |
| One-time cost | Integration costs required to deliver benefits | $1.2M systems migration |
| Risks and dependencies | Items that can delay or reduce value | Union notice period, data access |
Synergy tracking dashboard: one page leadership view
A synergy tracking dashboard is the leadership view of the synergy tracker. Keep it simple: total value, realized run-rate, forecast, top risks, and decisions needed. If leaders cannot see blockers quickly, the tracker becomes a spreadsheet nobody uses.
Dashboard layout (copy/paste)
Synergy dashboard (weekly)
A) Total value
- Planned run-rate (annual): ______
- Realized run-rate (annual): ______
- Forecast run-rate next quarter: ______
- Integration one-time costs: ______
B) Top 5 synergy levers by value
Lever | Planned run-rate | Realized run-rate | Forecast | Owner | Status | Next milestone date
C) Top risks and dependencies
Risk/Dependency | Impact | Owner | Mitigation | Decision needed | Due date
D) Decisions needed this week
Decision | Options | Recommendation | Owner | Due date
Sources: [S2], [S3], External: BCG, McKinsey PDF
Synergy tracker template (copy/paste spreadsheet)
Use this synergy tracker template as your master sheet. It supports cost synergy tracking and a revenue synergy plan. Keep one row per initiative (not per workstream), and assign one accountable owner per row.
| ID | Synergy type | Workstream | Initiative | Owner | Baseline | Planned run-rate | Realized run-rate | Forecast run-rate | Start | Target date | Status | Dependencies | Risks | Proof source | Notes |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| CS-01 | Cost | Procurement | Renegotiate top 20 supplier contracts | Name | $X spend | $Y per year | $Z per year | $Z2 per year | YYYY-MM-DD | YYYY-MM-DD | In progress | Vendor meetings, legal review | Renewal timing | Contract, invoices | Track contract effective dates |
| RS-01 | Revenue | Sales | Cross-sell top 3 products to top 50 accounts | Name | $X revenue | $Y per year | $Z per year | $Z2 per year | YYYY-MM-DD | YYYY-MM-DD | Not started | CRM access, training | Churn risk | CRM, bookings report | Use leading indicators below |
CSV header row (copy/paste)
ID,Synergy type,Workstream,Initiative,Owner,Baseline,Planned run-rate (annual),Realized run-rate (annual),Forecast run-rate (annual),Start date,Target date,Status,Dependencies,Risks,Proof source,Notes
Sources: [S4], [S5], [S6], External: L.E.K., Alvarez and Marsal, DealRoom
Cost synergy tracking
Cost synergy tracking is easiest when each row ties to a cost line, a timing trigger, and a proof source. Track three layers: planned savings, actions in flight, and realized savings visible in data.
Common cost synergy categories
- Procurement and vendor consolidation
- Headcount and span of control
- Facilities and footprint
- IT and systems rationalization
- SG&A duplication removal
Proof sources to require
- Approved org changes and payroll runs for headcount savings
- Signed contracts and invoices for procurement savings
- Lease exits and fixed cost removal evidence for footprint
- Decommission dates and support contracts for IT rationalization
Sources: [S4], [S3], External: L.E.K., McKinsey PDF
Revenue synergy plan
A revenue synergy plan needs leading indicators, not only booked revenue. Track the actions that create revenue: account coverage, offers, pipeline, conversion, churn, and margin. This is where many revenue synergies stall: there is no owner, no weekly cadence, and no leading indicators.
| Lever | Owner | Leading indicators | Lagging indicators | Proof source |
|---|---|---|---|---|
| Cross-sell | Sales leader | Coverage, meetings, proposals, pipeline created | Closed-won, margin | CRM reports |
| Price and packaging | Product leader | Offer rollout, enablement, adoption rate | ARR or revenue, churn, retention | Billing and cohort reports |
| Channel expansion | Partner lead | Partner onboarding, joint pipeline | Bookings through channel | Partner portal, CRM |
Sources: [S2], [S5], External: BCG, Alvarez and Marsal
Post merger integration checklist, plan, plan template, playbook PDF, examples
People often search for post merger integration checklist, post merger integration plan, post merger integration plan template, post merger integration playbook PDF, and post merger integration examples. Use the synergy tracker with these basics so the integration plan drives value, not only tasks.
Minimum PMI checklist (value-focused)
- Confirm the value tree: cost, revenue, and one-time costs.
- Name owners: one person accountable per synergy lever.
- Set the cadence: weekly value review run by the integration management office.
- Define proof: what data confirms realized value.
- Track risks and dependencies: owners and due dates.
- Decisions: log decisions needed and make them on time.
Plan template items to include
- Workstreams and milestones
- Synergy tracker link (single source of truth)
- Operating cadence and meeting rhythm
- Data owners and reporting owners
- Change and communications plan
Sources: [S2], [S3], External: BCG, McKinsey PDF
Internal pages: PMI strategy and execution, post-merger integration, mergers and acquisitions.
Failure reasons: why do post-merger integrations fail?
Why do post-merger integrations fail? Most failures look like this: the deal model never becomes owned actions, leaders do not remove blockers fast enough, and value tracking focuses on meetings instead of run-rate reporting and proof.
Common failure reasons
- No single value tree and no agreed definitions for synergies.
- Owners are unclear or owners do not have decision power.
- Dependencies are missed (data, systems access, legal, labor rules).
- Revenue synergies are tracked only as outcomes, not leading indicators.
- Risks are listed but not managed with due dates and actions.
Post-merger integration success factors
- One synergy tracker, one cadence, one set of definitions.
- Weekly value review with decisions, not status updates.
- Proof sources for realized savings and margin impact.
- A clear integration management office that drives follow-through.
Sources: [S2], [S3], [S4], External: BCG, McKinsey PDF, L.E.K.
What are the two types of integration merger?
People use this question in two different ways:
- Merger types: horizontal vs. vertical mergers (deal type).
- Integration types: how the combined company integrates (integration approach).
Integration approaches (common set)
A common set of PMI integration approaches includes absorption (full integration into the acquirer), preservation (target stays more independent), symbiosis (blend over time), and holding (limited integration).
Post merger integration jobs, manager roles, and certification
Searches you may see include post merger integration jobs, post merger integration manager, and post merger integration certification. Titles vary by company, but the work often includes program management, value tracking, and cross-functional coordination through the integration management office.
Common PMI roles
- Integration Management Office lead (IMO lead)
- Workstream lead (Finance, HR, IT, Operations, Sales)
- Synergy owner (owner per lever)
- PMI manager (cadence, reporting, decision tracking)
Certification note
There is no single universal post merger integration certification. Many PMI leaders come from program management, finance, operations, or change roles. What matters most is experience running a cadence, owning decisions, and driving value delivery with proof.
FAQ
What is post merger integration?
Post-merger integration (PMI) is the work after close to combine companies so the combined company can deliver planned value and operate as intended.
What does post integration mean?
Post integration refers to the period after close when teams are integrating systems, people, processes, and governance.
What are the success factors of post merger integration?
Clear value targets, one value tree, owners per synergy lever, a weekly cadence, tracked dependencies and risks, and fast decisions through an integration management office.
What are the two types of integration merger?
Some people mean horizontal vs. vertical mergers (deal type). Others mean integration approaches such as absorption vs. preservation, or a broader set like absorption, preservation, symbiosis, and holding.
Why do post-merger integrations fail?
PMI often fails when value targets are not translated into owned actions, decision speed is slow, key dependencies are missed, and tracking stays in meetings instead of run-rate reporting with proof.
What is post-merger integration function?
The post-merger integration function is the group that runs PMI across workstreams. It is often the integration management office (IMO) plus workstream leads, with shared reporting and decision tracking.
Want a synergy tracker template tailored to your deal, with a PMI value tree, owners, weekly run-rate reporting, and risks and dependencies?
Contact NMS Consulting.
Sources
- S1. Wikipedia, “Post-merger integration.” Accessed 2025-12-23. https://en.wikipedia.org/wiki/Post-merger_integration
- S2. Boston Consulting Group (BCG), “Capturing Value from Synergy in PMI: Four Essential Steps” (Nov 26, 2025). Accessed 2025-12-23. https://www.bcg.com/publications/2025/value-from-synergy-pmi-four-essential-steps
- S3. McKinsey & Company, “Perspectives on merger integration” (PDF, June 2010). Accessed 2025-12-23. https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Merger%20Manager%20Compendium/A%20McKinsey%20perspective%20on%20creating%20transformation%20value%20and%20mergers.pdf
- S4. L.E.K. Consulting, “Achieving Synergies Post Merger” (PDF). Accessed 2025-12-23. https://www.lek.com/sites/default/files/PDFs/achieving-synergies.pdf
- S5. Alvarez & Marsal, “Synergy Realisation: Maximising Value in Post-Merger Integration.” Accessed 2025-12-23. https://www.alvarezandmarsal.com/insights/synergy-realisation-maximising-value-post-merger-integration
- S6. DealRoom, “Synergy Tracking Template for M&A” (template page). Accessed 2025-12-23. https://dealroom.net/resources/templates/post-merger-integration-synergy-tracking-template
- S7. Ansarada, “Types Of Post Merger Integration & Which Is Best.” Accessed 2025-12-23. https://www.ansarada.com/article/mergers-acquisitions-integration-types
- S8. Vareto, “Value Driver Tree” (glossary). Accessed 2025-12-23. https://www.vareto.com/glossary-terms-2/value-driver-tree
