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The post-merger integration of employees and cultures is vital to the success of any M&A so it’s important to prepare staff and make a plan to avoid the “us and them” mentality that can sometimes arise when doing a major deal.
The first 100 days are really critical to the success of the transaction, especially when companies are trying to merge two teams or cultures. This takes careful planning and can often be overlooked in the depths of due diligence or flurry of legal documentation, when the focus is to get the deal over the line
This is a very critical element of a successful transaction, and one often under-appreciated. It is vital to understand culture gaps and/or alignment as you bring multiple organizations together with the expectation of the combined to bring incremental value. The human component must be cared for!
Agree that this is commonly overlooked. Leadership isn’t always aware of the undercurrent and rarely considers the ramifications. The focus and concern is usually on the acquired company more than internal employees which can be a mistake. This is particularly noticeable if internal headcount, budgets and project ownership is impacted due the acquisition and onboarding of new employees.
Great topic!
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