Engagement from your counterpart on a mutual workstream charter
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How would you ensure engagement from your lead counterpart of the other organization on a mutual workstream charter? Especially when the other party is the acquired organization. My experience is that things are still very sensitive in this phase, people are not sure of their own jobs and really working together on the deliverables can be difficult.
Hi Sue.
I guess there’s no magic formula for this, because we’re talking about people, and they react differently to the acquisition. You might have to deal with a “Change Champion” of the deal or a core resistant to it, to present the extreme scenarios. Either way, and since most cases will be the in between ones, if you show you care about achieving the best result, your efforts will be rewarded. Because the best result always comes from deeply understanding the NewCo ways of doing things, to better plan how the Integration on that particular functional area must proceed, and to learn with their own processes. Because, sometimes, they’re more fluid then the ones we have in house, and what we learn with the new companies we get to acquire, helps us to improve our own internal processes – most of the times it’s not a major transformation; just small changes, but the impact gets to be true impactful nondisruptive innovation. This approach also helps you to foster engagement from the NewCo team, which will help you on your relationship building and support you throughout the integration process.
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