Business as Usual

This topic contains 4 replies, has 5 voices, and was last updated by  holly firestine 3 weeks, 5 days ago.

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    Melissa Mason

    In reflection of the materials on Business as Usual, I realize we used this term frequently during our last acquisition. With the main intent to not disrupt the business so they could focus on goals and financial targets. What is your best suggestion to get the integration work complete but not disrupt the business.


    Paul Gray

    This is a very interesting question and I too in a limited way have heard the term used in our firm for at least 2 previous acquisitions, primarily in the financial services industry. “No disruption” in suggests no material impact to the customer value chain but that the execution is conducted in such a way that it is seamless to the end-customer. This is particularly key in for example financial services model where most of what you sell is confidence. To achieve this, it is critical to have an integration management team whose primary job is on the integration and nothing else. They will do the heavy lifting, in design, and guiding execution giving due consideration to the endgame and achievement of the overarching strategic objective. The team could comprise of internal subject matter experts whom have been reassigned or via onboarding external subject matter experts. The key here is that the integration team’s sole responsibility is the integration.



    I believe the most efficient way is to have the department leader (VP/Director) lead the integration, and use this as an opportunity for leadership development for those directly under the VP/Director. Promote one to assist VP or Assistant Director and allow them to run the business as usual.


    Tanaquil Chantrill

    I agree having an integration team that is dedicated to the integration process is critical in order to allow BAU to occur and be managed by a different team. However you will need support and presence from the executive level on the integration team in order to demonstrate to the organization the seriousness and importance of the integration. The make-up of the integration team may benefit from a mixture of SMEs within the organization, executives as mentioned and third-party consultants that can bring an unbiased approach and not be seen as a threat to the employees and teams that are not involved in the integration process.


    holly firestine

    Frequent communication with all stakeholders about current state, actions to take place and timing and the intended future state help to minimize behavioral risks to BAU. When people are left to figure things out on their own or come up with hypothesis on what’s really happening and why because they are not being communicated with and/or involved, this becomes incredibly disruptive to operating the business on a day to day basis and achieving objectives. It also leads to retention issues which stretches the remaining colleagues that remain as well as makes them wonder why people are leaving and if they should to. Transparent, frequent and clear communication is key in my opinion to minimize disruption and allow for better BAU opportunity.

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