As a consultant, I have seen many failures in day 1 planning and post merger integration.
There was this organization who was slow in building post-deal business strategy and target operating model. This led to the delay in appointing leadership positions and workforce planning. As a result, employees were not certain about their future job scope, mission and treatment. Most of the key talent and high performers left to join competitors before the close.
Please share your experience with failures and missed opportunities.
I don’t have direct experience except for the fact that I have consulted at many large organizations where the remnants of unfulfilled mergers exist. The environment will exhibit the classic separation of cultures and the types of tension and inefficiencies that that always brings.