[Milou van der Hoek]

What I have seen in previous integrations is that at times c-level executives want to own communication to the target company, but do way too little it. They are too far removed to understand the worries, frustrations and necessecities teams have on the ground to get on with successful integration. The course pointed out a number of things that stood out: 1) communication is continuous, it is not a one and done. 2) executives & leaders need to be present 3) you cannot communicate too much. repetition and frequency is key.

[Rami Semaan]

Great topic, Milou. Unlike many other integration workstreams, cultural integration cannot simply be addressed or executed via charters, checklists and systems. It requires a personal and human touch, and at the heart of that lies communication.
The immediate aftermath of an M&A transaction is a highly uncertain period, especially for the acquired entity’s employees. Understandable concerns about job security, organisational changes and future career trajectory can be alleviated to some degree via early, clear and frequent communication. Even when there is little new information to share, maintaining regular communication is important. Silence can often be misconstrued as bad news and can lead to speculation and rumours, and so regular updates are a sign that the integration is progressing and that employees have not been forgotten. As you remarked in point 2) of your post, executives and senior leaders of the acquiring entity have a critical role to play. Relatively simple actions, such as visiting NewCo’s HQs or offices, meeting employees and making themselves visible and accessible, can help humanise the integration and provide reassurance. These may seem like small gestures in the context of a large integration project, but can go a long way towards building trust with the new team and increasing employee buy-in throughout the integration journey and beyond.

[Alicia]

I completely agree that communication needs to be continuous and that leadership presence matters. From my experience, it can also be helpful to involve executives in the communication while making sure that the messages reflect the perspective and concerns of employees on the ground. Leaders may set the direction, but they need input from the teams to understand what information is actually needed. I also think that having a regular communication rhythm helps to avoid long periods of uncertainty, even when there is no major news to share.

[Mary Gachanja]

I agree. Communication needs to go beyond C-suite announcements. Employees need regular engagement with leaders who understand their day-to-day concerns. Two-way communication is equally important, as it helps identify issues early, build trust and reduce resistance to integration.

[Author]

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