In acquisitions I’ve been part of, leadership speaks of taking a ‘best of both’ approach to integration in early communications with acquired staff. Unfortunately, actions and pre-close decisions and assumptions seldom align to this sentiment. In situations where leadership of the combined company is pre-determined to be acquiring company legacy leadership, is it possible to truly achieve ‘best of both’?
I’ve gone through five acquisitions in a year we go into DD recognizing the value potential for addressing service vacuum or focusing on a process and people consolidation with the best of breed methodology and people. Taking this approach requires leadership on both sides of the table to be committed to deliver in a new way and having that identified as part of the transaction rationale. If the Founders do not come with the deal (e.g., carve out), it is easier as the egos on the Seller side is less intense and egotistical about their perceived superiority in the market.