Leadership Role Redesign After Acquisition
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What is the best approach when key leaders from the acquired company struggle with the new reporting structure?
In many acquisitions, senior leaders from the acquired company end up reporting into the acquirer’s leadership. That is normal but often creates ego challenges, friction and sometimes even retention risks at the top.
What are the best practices for handling this?
Do you try to coach them into the new structure, redesign roles to keep them motivated, or accept that some will exit?
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