Rebecca - I love this question. It think it gets to the heart of culture measurements versus climate measurements (engagement scores).
I would assess the cultural norms and behaviors and ensure a demographic question that allows us to pull out those 'new employees' into a view to see what they are saying the culture is versus the broader organization. You could also do a qualitative current reality assessment to interview employees on both sides 'anonymously' so you ask questions that will get to the heart of if there is still an 'us v. them' mentality that exists or if the organization has started to integration and become one.
Those are two initial ideas...
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Leslie Ellis
leslie@meaningfulchangeconsulting.comFounder & CEO
Meaningful Change Consulting, LLC
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Original Message:
Sent: 2024-04-30 16:11
From: Rebecca Mox-Persak
Subject: How do you define success for an integration, and then how do you measure against it?
Curious how others define success, beyond positive engagement scores and meeting the financial objectives. Beyond satisfaction, do you measure how much a part of the new organization employees feel? What demonstrates that? Attrition can be a good indicator, but what about transfers to elsewhere in the organization? Culture is a main reason for failure in deals, but what tells you an integration was successful on the culture front? Thanks for any insight!
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Becky Persak
Aon
Head of M&A - Leadership, Culture & Change
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