It’s not unusual for business leaders to join or buy businesses to expand their businesses. However, if those businesses are located entirely or in a part remote, it can make for an interesting combination. In this article, we’ll take a look at the best practices that can ensure a successful remote merger and acquisition.

When a company is bought, the buyer will offer cash, stock or an amalgamation of both in order to purchase the assets of the company it is targeting and assume its debt. This is a much simpler alternative to a full acquisition, since the acquired company’s name and organization are kept.

However, the acquiring company must still integrate its culture with the targeted one in order to be successful in integrating. This will require an exhaustive due diligence on culture in the beginning. Especially for remote work era companies, this could be a problem. The M&A won’t be a success when employees aren’t brought together quickly. They won’t have time to bond over cocktails, or to build new connections at events to build teams.

At the beginning, establishing a clear and concise plan for integration is crucial to the success of M&A. It is also important to set up a team to carry out the preparation and execution of that integration. The team is sometimes referred to as an IMO (Integration Management Office) and should consist of both internal and external experts. This group can help to keep the integration on track, provide guidance and accountability for the process, and serve as a central source of truth for employees during the transition.

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