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.
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:
Trust, Motivation, and Commitment
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
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