Mergers & Acquisitions

An executive I coach reached out recently to discuss his decision to leave their organization.  The frustration in their voice was evident. 

The source of that frustration is that the change management/integration process of the acquiring parent company no longer meshes with the stated value the parent company claims to bring to the table. 

As such, for the third consecutive acquisition, integrating the acquired company has become chaotic, frustrating, and destroyed more value than it created.

This conversation made me wonder if this is a common issue.  I would value hearing your opinions on the following.

1)     Does your organization believe it needs to bring value beyond the check to the acquisition?

2)     What is the “value” your organization claims to bring to the acquisition?

3)     Does your change management process reflect that stated value?

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Anthony Casablanca
Co-Founder and President
GriefLeaders LLC
“Changing How Change is Implemented”
www.griefleaders.com
]
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Hi Anthony, 

Interesting inquiry and would be interested to hear from those inside acquiring companies. From a 3rd party perspective, this is really common and sometimes I feel that 'ego' of the acquiring company gets involved and we force changes (sometimes in chaotic ways) since we acquired you. I did work with a services organization for years and they would tell the acquired company that changes weren't coming for a long time...then all the sudden, everything is changing. They had one part of their organization that was more proactive and brought the acquired company into new ways of working within 30-60 days post acquisition...they had much better results with achieving their 'promises' with that approach and it was still done in a very people oriented way. 

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Leslie Ellis
leslie@meaningfulchangeconsulting.com
Founder & CEO
Meaningful Change Consulting, LLC
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Original Message:
Sent: 2024-02-22 08:00
From: Anthony Casablanca
Subject: The Value Your Organization Brings to an Acquisition

An executive I coach reached out recently to discuss his decision to leave their organization.  The frustration in their voice was evident. 

The source of that frustration is that the change management/integration process of the acquiring parent company no longer meshes with the stated value the parent company claims to bring to the table. 

As such, for the third consecutive acquisition, integrating the acquired company has become chaotic, frustrating, and destroyed more value than it created.

This conversation made me wonder if this is a common issue.  I would value hearing your opinions on the following.

1)     Does your organization believe it needs to bring value beyond the check to the acquisition?

2)     What is the "value" your organization claims to bring to the acquisition?

3)     Does your change management process reflect that stated value?

------------------------------
Anthony Casablanca
Co-Founder and President
GriefLeaders LLC
"Changing How Change is Implemented"
www.griefleaders.com
]
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