This is critical. Mergers bring about change. As part of the Human Capital Due diligence, the team should have looked at the processes, systems, and decision trees that form outward examples of corporate culture in action for each of the merging entities. The greater the difference between these, the more training/coaching/mentoring will be required to align behaviors and actions with the new merged entity. Key leaders in each of the departments need to be enabled to execute their new responsibilities within the merged entity. This means the right tools, funding, and resources. The HR teams of the combining entities need to collaborate and build out a training and enablement plan, defining the gaps, the solutions, and programs to engage the teams with appropriate milestones that include success criteria as well as time components. Each decision should be evaluated for alignment with the transaction thesis and the vision for the go-forward merged entity.
