Not to over-simplify this territory - it is complex. A few essential elements in my experience:
1) A tool that objectively crafts a business case, putting data behind this decision.
2) One crucial decision is how will the two "merged" companies operate - EG, maintain separation of markets but combine operational efficiencies. Create marketing synergies but no operational merging. The strategy defines the structure.
3) In defining "who's structure and procedures" - that is best done by chartering an integration team - with operational SME's on both sides. Ensure a neutral facilitator guides them through a clear mission, vision, goals and scope definition. (what's in and out of scope.) I recommend this team engage front-line employees doing the jobs in question, for each segment of the structure/procedure re-design - and do so in well-defined scope and phases.
3)
Whatever the case, THE MOST IMPOshould be
. tOn the structure side - it would be a high level (4-5 brief sentences) definition of the 3 main strategies - corporate, business and functional - as spelled out in the merger. Once there's agreement on how those will look for the mer
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Lisa Jackson[
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