Galpin and Herndon treat integration as a discipline with its own management structure: an integration lead with real authority, workstreams with owners and dates, decision rights settled early, communication planned like a campaign because employees and customers fill every silence with fear, and synergies tracked against named owners. The templates are the point; this is a book that expects to be photocopied.
The Institute’s reading: the brief behind this site holds that integration should get at least the prominence of valuation, and this is the shelf’s workhorse for that conviction. For a private buyer, scale the apparatus down but never to zero: the fifty-person version of an integration management office is one named leader with cleared capacity and a written hundred-day plan, which is exactly what the Institute’s planned First 100 Days tool will generate.