Reply To: Reorganization post acquisition

#52263
Peggie Chan
Participant

We make a conscious effort to avoid significant restructuring post integration. The acquired target will already have some sensitivity and anxiety coming into the new organization. With the hot labor market and retention challenges, in a professional services firm, we can’t afford the risk to the team. Instead, we would communicate with all key stakeholders at the senior leadership levels to share our thoughts on org structure and ask for their input. Where possible, we would instead position the group at the beginning of the integration to align with future changes. Of course, change is inevitable and the group will be impacted at some point.

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