WHY ARE MERGERS SLOW?

Many organizations express that their best objectives were slowly achieved, not by the deal or the new business strategy, but by the human element of the equation – a lack of trust, credibility, motivation and commitment; compelling visions, ids, egos, and leadership styles; a clash of cultures, all in a highly toxic “us vs them” atmosphere.

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OUR APPROACH

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MERGER IMPLEMENTATION  MUST START WHERE THE DEAL-MAKING ENDS

We believe that successful mergers and alliances really begin where the deal-making leaves off.  Therefore, we immediately focus on the critical issues that directly impact early in the process, pursuing initiatives that addresses:

  • Leadership

  • Culture

  • Trust, Motivation, and Commitment

  • Work Process

  • Human Resource Strategy and Process

WE DELIBERATELY HELP OUR CLIENTS TO COME UP WITH

  • How they can create a leadership team that can effectively move the organization forward.

  • What culture(s) they need in place to help the “new” mixture achieve its mission and strategy.

  • How they can maintain trust and commitment among managers, employees, and customers.

  • How they can effectively organize coordinating mechanism, work processes and roles to rapidly achieve their business goals.

  • What human resource strategies and processes they need in place

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HOW WE DO IT

  • We help board members and executive teams build consensus on clear and compelling visions with identification of the skills and competencies needed by the new leadership team and provide the necessary coaching to develop those attributes

  • We help create a "new" organization, and its work processes that are strong and efficient

  • We help assess the cultures being merged and identify the ideal post-merger culture

  • We help create New “People Strategies” to Foster Trust, Commitment, and Performance, that could replace the "us vs them" syndrome

  • We help complete the implementation of all the new designs