HMA Strategy & Transformation consultants advise organizations in their integration activities, and find it valuable to conduct the following sequence of steps:

Map the operating model pre-close to understand organizational structure, systems, contracts, and key processes across both entities.

Identify risks and quick wins before close—including staffing gaps, system incompatibilities, or duplicative vendors.

Design a Day 1 plan to keep operations stable, align communication, and ensure continuity for staff, patients, and partners.

Stand up integration teams post-close to drive workstreams across finance, IT, HR, and clinical operations with clear timelines and ownership.

Track synergies and milestones to measure progress, course-correct where needed, and deliver the operational and financial goals of the deal.

A thorough, objective mapping is recommended, to investigate whether to cultivate in-house capabilities or maintain vendor relationships. Considerations include in-house capacity, contracted rates, and the flexibilities and risks associated with outsourcing. We recommend identifying favorable terms in existing vendor contracts that can be leveraged in enterprise-wide contracts.

Although there are internal and external pressures to move aggressively towards transaction deadlines, ensuring that appropriate pre- and post-close activities take place is key.