Acquisitions and post-merger integration
The day after the deal, the integration programme inherits an estate it has never seen. ArcConverge puts the acquisition on the same model as everything else, so the plan and the reality are one picture.
An acquisition is a first-class object
Its target entity; its phase, from pre-deal through due diligence, pre-Day-1, Day-1, stabilisation, integration and optimisation to business as usual; its lead. Its systems, datasets, integrations, processes and owners are the entity's own, read from the estate. Its risks are exceptions on the register, owned and dated. Its integration health is the entity's health, composed from evidence.
Day-1 readiness with evidence
A checklist by workstream — technology, data, integration, process, people, finance, legal — each item ready, not ready or unknown, with the evidence written down. The readiness figure is what the checklist says, nothing more.
Milestones and cutovers that raise their hand
A milestone due within fourteen days, or already missed, raises a task for the acquisition lead asking for the readiness evidence. A cutover that depends on an integration that is failing is visible as exactly that.
Fragmentation you can count
How many integrations cross from the acquired entity to the group; how many are temporary; whether the entity is operationally isolated. The question which acquired entities still have the greatest fragmentation? has an answer from the record.