Mergers & Acquisitions

I had an experience where, as a consultant, I had to plan a merger with only about 3 people on each side to consult who were the most senior executives.   When it came time to execute, there were many things I needed to add to the plan and many individuals who pointed out the errors and missing data in my original plan.  The merger went through on the date specified but the stress across the board was intense.  There were no plans for the employees who were being displaced because I had no access to the necessary managers.    Anyone have a similar experience?

Frank, This example is all-to-common in my own experience as well.  Sad to hear the team's focus was on "errors" in the document versus collaboration to make a complex change go smoother.  I believe this lack of attention to the integration of people, roles and teamwork habits on both sides is the underlying reason why so many mergers fail to deliver on the promised ROI.  (Also it is rarely a "merger" - one company is acquiring another and has the upper hand in most cases.) I have been contacted by many organizations seeking cultural integration, usually months or years later when people are fragmented and "integration" efforts have left gaps and conflicts in the ability to serve customers. Confusion still reins.

I put together an e-handbook - Merger Success Playbook (free to anyone)  that outlines and mitigates the most common integration / people concerns for change practitioners who know the contractual details of the "merger" is not where the value is realized.  To be clear, this is NOT a pitch for my service - just a free resource; anyone can feel free to email me at lisa@corporateculturepros.com for a copy.