Never change a winning team
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Why would we need to integrate? We have just purchased this great company, with an excellent management team. After integration what is still left of the company? What is remaining of this excellent management team? Did they leave with the fear of losing their job? It is clear that when you want to integrate you quickly need to give assurance to the management team for their personal future.
It should be clear that when you are selected for the Integration Team you have a bright future ahead of you.The tricky balance here is: I do not need 2 IT managers, I do not need 2 Finance managers. All shared services are probably double staffed and this can be part of the expected synergies. Who can this be best dealt with?
Transparency, empathy, and open communication are essential at this stage. Reassure key leaders about their roles to prevent talent loss. Balance achieving synergies with maintaining morale and retaining expertise.
Hi Michiel, Jihad,
Great question, and great answer as well. Thank you for bringing such a practical question to the forum.
I agree with Jihad and I’d add the following.Firstly, if I understand correctly, the dilemma is, if the acquired team has been successful, why change it. However, keeping it can come at the expense of duplicating roles. Ultimately, we would want to understand if which team composition has the highest likelihood of success of the business plan we have prepared.
If this is the case, one option is to take a resource perspective, look at the match between individual technical capabilities and our goal. Moreover, we can consider the bandwidth of roles the capabilities of the individual can be applied to, as well as consider their impact at level of team effectiveness. There are tests which can give an indication of best fit role-individual and individual-team (based on due to personality, technical capabilities, goals, etc.). This excercise could indicate various options, without having to change the winning team, but rather change some of the responsibilities of those individuals who now seem to have duplicate roles and responsibilities to the acquirer workforce.
Secondly, with regards to approach, establishing trust could make conversations a lot easier.
One one side, empathizing with their view helps. Open communication, to the extent possible, and some support (e.g. notice period, recommendation letters, access to personal network) could be very helpful as well.
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