Mergers & Acquisitions

I have not experienced this as I am presenting it in this scenario, but I have nightmares. 

A&B are Merging or Acquiring.  A is the larger entity.  A has a Change Manager who is managing the entire effort.  B has a Change Manager on board doing application work and is only marginally involved with the larger effort, i.e. is copied on reports attend occasional meetings as part of a larger audience and has no responsibility to report to A on what they are doing.  The two Change Managers have never had a conversation.

Well into the major effort, which of course is time sensitive, A loses its Change Manager.  After a further delay with things slipping while A tries to replace its Change Manager and fails to do so, they ask B to take over.

You are B.  What are your first steps knowing you can't add any further delay? What if you disapprove of A's plans or do not understand them?  The essence of the issue is how would you approach taking over from someone going in blind.

@Frank Gorman - I have encountered a version of this situation, usually I'm the emergency replacement for A.  So, I'm going to speak from the perspective of both A and B.

In most M&A situations I have worked in, the integration effort did not effectively engage culture alignment and change management early enough, thus change management efforts are often playing catch-up. 

The good news is "B" has history - but likely is overwhelmed and possibly doesn't have proper sponsorship. There are likely "issues" on the effort that caused A to depart. Perhaps attrition is growing, or people are flat-out not cooperating on one or both sides. Sometimes the documentation is decent, often it's high-level and sketchy, or doesn't identify the true picture of where is the resistance and what are the risks.  

B cannot charge into a new situation and start making demands! We all know that never works.  Accepting there's going to be some interruption - the goal is making any impact to the program as brief, invisible and painless as possible - which likely means a (temporary) shift in priorities on the project team.  Like blowing out a tire in the Formula 1 race, the key is how fast can you get the wheels back on the track - and make up momentum.

A few steps I'd initiative:

(1) First 48 hours Goal - Convey confidence and build trust with key people.  Actions: Refresh myself on the project charter and gain a clear understanding of "A's" crucial actions and workstreams prior to departure. Talk to as many people as possible who are impacted and counting on this outcome - 10–15-minute conversations. Assess (at a high level) the current state of the change management effort and a hypothesis of the highest risk impacts and realities. Perhaps convey "This reset is an opportunity to voice your thoughts on the program needs, strengths, risks and next steps." 

(2) Next steps: Building on the "listening tour" results - make a hypothesis how to best keep project momentum moving with confidence.  A was there for a reason - I would start making a case to bring in a consultant to support me, who I would manage. 

(3) Request to meet briefly with the sponsors (from both companies) to introduce myself, build their trust and ensure I grasp their point of view on:  biggest concerns about the integration, how they view change management/culture integration, how they view their role in supporting the integration, how they see the current reality (strengths, areas of concern). 

(4) Define a "proof of momentum" visible achievement with a realistic scope and outcome - that will restore confidence, is supported and possible with sponsorship and the existing team. 

(5) Quickly solicit input from those who stand to gain the most from a "proof of momentum" target. 

I would commit to some pretty long hours to set that priority in motion. 

(6) Based on the initial triage and win - and the trust built through this method - the next steps to accelerate to "highway speed" are usually revealed pretty clearly - and often, improved workstreams and efforts are revealed to strengthen the change management program. 

Welcome additional thoughts: in M&A the people/culture side is always the key to ROI - in my experience.

I have not experienced this as I am presenting it in this scenario, but I have nightmares. 

A&B are Merging or Acquiring.  A is the larger entity.  A has a Change Manager who is managing the entire effort.  B has a Change Manager on board doing application work and is only marginally involved with the larger effort, i.e. is copied on reports attend occasional meetings as part of a larger audience and has no responsibility to report to A on what they are doing.  The two Change Managers have never had a conversation.

Well into the major effort, which of course is time sensitive, A loses its Change Manager.  After a further delay with things slipping while A tries to replace its Change Manager and fails to do so, they ask B to take over.

You are B.  What are your first steps knowing you can't add any further delay? What if you disapprove of A's plans or do not understand them?  The essence of the issue is how would you approach taking over from someone going in blind.

An excellent approach.  If at all possible, I would also try to contact Change Manager "A" and get their perspective.  If they were re-assigned or promoted internally, this should not present any difficulty.  If they left of their own volition, their contact information may still be available in project records.  If they were let go, this can be a challenge.  They, understandably, may not wish to cooperate.

Sometimes it may boil down to a personality issue with the departing Change Manager with a key player or the Team.  I meet with every Team member individually to get their views on what the project should be doing and how they feel about it.  I find that high pressure projects can "tank" team morale which in turn degrades the project.

Finally I would sample some of the people being impacted.  Once the anger or depression or fear starts, it impacts everything.  I agree that "B" has to be fully immersed and visible while the dust settles.  It instills a sense of effort and enthusiasm that can be contagious.

@Frank Gorman - I have encountered a version of this situation, usually I'm the emergency replacement for A.  So, I'm going to speak from the perspective of both A and B.

In most M&A situations I have worked in, the integration effort did not effectively engage culture alignment and change management early enough, thus change management efforts are often playing catch-up. 

The good news is "B" has history - but likely is overwhelmed and possibly doesn't have proper sponsorship. There are likely "issues" on the effort that caused A to depart. Perhaps attrition is growing, or people are flat-out not cooperating on one or both sides. Sometimes the documentation is decent, often it's high-level and sketchy, or doesn't identify the true picture of where is the resistance and what are the risks.  

B cannot charge into a new situation and start making demands! We all know that never works.  Accepting there's going to be some interruption - the goal is making any impact to the program as brief, invisible and painless as possible - which likely means a (temporary) shift in priorities on the project team.  Like blowing out a tire in the Formula 1 race, the key is how fast can you get the wheels back on the track - and make up momentum.

A few steps I'd initiative:

(1) First 48 hours Goal - Convey confidence and build trust with key people.  Actions: Refresh myself on the project charter and gain a clear understanding of "A's" crucial actions and workstreams prior to departure. Talk to as many people as possible who are impacted and counting on this outcome - 10–15-minute conversations. Assess (at a high level) the current state of the change management effort and a hypothesis of the highest risk impacts and realities. Perhaps convey "This reset is an opportunity to voice your thoughts on the program needs, strengths, risks and next steps." 

(2) Next steps: Building on the "listening tour" results - make a hypothesis how to best keep project momentum moving with confidence.  A was there for a reason - I would start making a case to bring in a consultant to support me, who I would manage. 

(3) Request to meet briefly with the sponsors (from both companies) to introduce myself, build their trust and ensure I grasp their point of view on:  biggest concerns about the integration, how they view change management/culture integration, how they view their role in supporting the integration, how they see the current reality (strengths, areas of concern). 

(4) Define a "proof of momentum" visible achievement with a realistic scope and outcome - that will restore confidence, is supported and possible with sponsorship and the existing team. 

(5) Quickly solicit input from those who stand to gain the most from a "proof of momentum" target. 

I would commit to some pretty long hours to set that priority in motion. 

(6) Based on the initial triage and win - and the trust built through this method - the next steps to accelerate to "highway speed" are usually revealed pretty clearly - and often, improved workstreams and efforts are revealed to strengthen the change management program. 

Welcome additional thoughts: in M&A the people/culture side is always the key to ROI - in my experience.

I have not experienced this as I am presenting it in this scenario, but I have nightmares. 

A&B are Merging or Acquiring.  A is the larger entity.  A has a Change Manager who is managing the entire effort.  B has a Change Manager on board doing application work and is only marginally involved with the larger effort, i.e. is copied on reports attend occasional meetings as part of a larger audience and has no responsibility to report to A on what they are doing.  The two Change Managers have never had a conversation.

Well into the major effort, which of course is time sensitive, A loses its Change Manager.  After a further delay with things slipping while A tries to replace its Change Manager and fails to do so, they ask B to take over.

You are B.  What are your first steps knowing you can't add any further delay? What if you disapprove of A's plans or do not understand them?  The essence of the issue is how would you approach taking over from someone going in blind.