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Hello all, my team often comes in after deals have been completed to execute the post-merger. The due diligence is functionally very useful and helps us hit the ground running, but it often takes some storming and norming before we can understand our client’s personalities and build our overall EQ. We’ve had stakeholder matrices in the past; have you used any other effective tools to help quickly build relationships with clients when you’re a new team coming in to execute?
Hello Chris,
what stakeholder matrices/tools are you referring to? If you mean generally what we do to build a good relationship with employees of acquired/merged company, then we run regular integration calls/meetings to ensure that new employees (of the merged or acquired company) understand their position/function, we issue internal bulletin to report on process of integration so each has a visibility, we run regular Q&A session, we involve new employees very early in all diversity/integrity and similar processes to create a momentum.
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