The integration cockpit — turning program status into an executable rollout plan across SAP S/4 + PLM, brand & customer master, order / CPQ integration, org & legal carve-in and supply-chain consolidation, workstream by workstream, blocker by blocker, euro by euro.
Integration is the value and the risk: €38 M of synergies is still unbanked across 2 in-flight brands at 72% average integration, with 8 open blockers gating the rollout. Clear the critical path and bank the run-rate before the next bolt-on round.
4 of 4 headline metrics improving vs prior · still off target: M&A Integration / Synergy Realization 78.0% vs 100.0%, Operating Expenses % of Revenue 30.0% vs 28.0%, Adjusted Operating Profit €2.0 bn vs €2.1 bn
Open blockers hold the rollout — and €38 M of unbanked synergies — hostage across the 2 in-flight brands.
ERP / digital (Gaia & Elia AI) is leaking run-rate: €18 M actual vs €25 M plan (€-7 M variance) — it compounds into the forecast quarters.
Owner: IT · Chief Information & Digital Officer
Unbanked synergies & margin until captured.
Gates the M&A integration go-live (SAP S/4 / ERP, datacenter CPQ & plant onboarding).
Disciplined bolt-on integration is one of Legrand's signature levers — it is where deal margin and synergies are created and where they leak. This view turns "status" into an executable plan: the 2 in-flight brands, their six workstreams (SAP S/4 + ERP, brand & customer master, order / quote / CPQ integration, plant / PLM / Industry-4.0, org & legal carve-in, supply chain & procurement), the blockers in the way, and the ~€38 M of synergies still unbanked waiting on the rollout.
Do this: work the blocker named in each card first; if none, push the lowest-% workstream to its target date.
Read across each row for the brand's weak spot; read down each column for the workstream that's stuck enterprise-wide. Tint = status; number = % complete.
| Brand | SAP S/4 / ERP | Brand & Customer Master (MDM) | Order / Quote / CPQ Integration | Plant / PLM / Industry-4.0 | Org & Legal Carve-in | Supply Chain & Procurement |
|---|---|---|---|---|---|---|
| Connected | 84% | 78% | 80% | 82% | 95% | 76% |
| Datacenter M&A | 60% | 55% | 62% | 58% | 70% | 64% |
Do this: assign each open blocker a named owner and a date; the Blocker/High rows are the ones holding savings hostage.
| Severity | Brand | Workstream | Description | Owner | Due | Status |
|---|---|---|---|---|---|---|
| High | Datacenter M&A | SAP S/4 / ERP | Avtron / Kratos / ZPE still on legacy ERPs; datacenter orders book region-only until the S/4 cutover completes. | Chief Information & Digital Officer | 2026-09-30 | Open |
| High | Datacenter M&A | Order / Quote / CPQ Integration | Datacenter project quoting not yet on the common CPQ; manual handoff delays revenue recognition on hyperscaler orders. | RevOps · Commercial | 2026-10-15 | Open |
| Medium | Connected | Brand & Customer Master (MDM) | ~180 duplicate connected-customer & installer records vs the golden master need steward review before billing migration. | MDM steward | 2026-09-15 | Open |
| Medium | Healthcare Software | Plant / PLM / Industry-4.0 | Healthcare-software release pipeline not yet on the group DevSecOps toolchain; compliance evidence gap. | Manufacturing · Operations | 2026-11-15 | Open |
| Medium | Energy Transition | Supply Chain & Procurement | Iberia distribution-board procurement not yet consolidated into group copper & steel contracts; synergy delay. | Operations · Procurement | 2026-10-30 | Open |
| Medium | Datacenter M&A | Plant / PLM / Industry-4.0 | Cleveland load-bank line telemetry not yet on the common OEE dashboard; capacity visibility gap for datacenter test. | Manufacturing · Operations | 2026-11-10 | Open |
| Low | Connected | Org & Legal Carve-in | Connected-data / GDPR data-processing agreements pending refresh in two markets. | M&A Integration PMO | 2026-08-31 | Mitigating |
| Low | Energy Transition | SAP S/4 / ERP | Quitérios (Portugal) ledger cutover pending until close formalities complete. | Chief Information & Digital Officer | 2026-09-30 | Open |
Do this: the negative-variance programs are leaking run-rate — put a 90-day recovery plan on each before they compound into the forecast quarters.
| Program | Owner | Plan €M | Actual €M | Variance | % captured |
|---|---|---|---|---|---|
| M&A integration (FY2025 bolt-ons) | M&A Integration PMO | €60 M | €54 M | €-6 M | 90% |
| Datacenter capacity & cooling | SVP, Datacenter & Power Infrastructure | €90 M | €86 M | €-4 M | 96% |
| Eliot / connected platform | EVP, Products & Technology | €45 M | €42 M | €-3 M | 93% |
| Energy efficiency & electrification | EVP, Operations | €30 M | €29 M | €-1 M | 97% |
| ERP / digital (Gaia & Elia AI) | IT · Chief Information & Digital Officer | €25 M | €18 M | €-7 M | 72% |
Do this: protect the ≥1.3x brands as the playbook; for sub-1x brands, freeze discretionary integration spend until synergy capture catches up.
| Brand | Acquired | Budget | Spent | Synergy target | Synergy realized | ROI | Status |
|---|---|---|---|---|---|---|---|
| Datacenter M&A | 2025 | €28 M | €12 M | €40 M | €14 M | 1.2x | In progress |
| Connected | 2018 | €24 M | €18 M | €34 M | €22 M | 1.2x | In progress |
| Datacenter | 2015 | €34 M | €30 M | €48 M | €40 M | 1.3x | Integrated |
| Power & Busway | 2010 | €22 M | €20 M | €32 M | €28 M | 1.4x | Integrated |
| Cable Management | 2000 | €20 M | €18 M | €30 M | €27 M | 1.5x | Integrated |
| Building Systems | 1989 | €26 M | €24 M | €36 M | €33 M | 1.4x | Integrated |
| Wiring Devices & Controls | 1865 | €30 M | €28 M | €50 M | €46 M | 1.6x | Integrated |