One observation is the lack of follow through on the criteria for success after the closure. The retained employees stayed for a year per the retention agreements, and some stayed even longer. But there was a mass exit of retained leadership because the next level set of goals and objectives were not established. There was no investment on new product development, no decisions around a new roadmap or r&d investment for over a year. As a result employees remained in a state of uncertainty.
Per the cultural integration material, it would have been great if the organization leveraged the resource pool to accelerate formulation of new ideas or resource the priority objectives utilizing skills from the acquired company. Also a revised common vision, objectives, metrics for the new organization would have been beneficial. There was inevitably a lack of alignment in these areas for the leadership in the acquiring company as most of them moved out or were replaced in their roles a year later.
A cohesive vision, mission, and objectives that was translated across BU’s and functions of the new organization would have been beneficial, and following through on how these objectives are met with the new organization.