[Sue]

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.

[Joana Pimentel]

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.

[Jukka Teikari]

Getting to know your counterparts and finding time to arrange an offsite meeting for all persons involved can facilitate cooperation.

[Avari]

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[Aleksandar]

One area where I’ve consistently found alignment is financial reporting. It’s a universal priority, and working together on such tangible outcomes often provides a strong starting point. In one particular integration I was involved in, my counterpart and I connected well because they shared my proactive mindset. However, they were also navigating new tasks and responsibilities that, for me, were already part of my reality. Recognizing this, I supported them closely—not by taking the lead, but by being present to provide answers and guidance. I ensured they not only understood the immediate task but also had the bigger picture in mind.

This approach worked because it built confidence and trust. By helping them see how their efforts fit into the larger goals of the integration, I empowered them to contribute more effectively. It’s a balance of being a guide and a partner—offering insights and answering questions while respecting their ownership of the task.

I was whether a workstream lead nor a manager, I was a controller on group level consolidating the figures.

[Author]

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