Increasing competition and changing consumer demand makes mergers a high-risk reality for many organisations.
Mergers are tribal, and notoriously difficult to realise value from. 91% of 2016’s technology deals didn’t generate their expected return on investment, closely followed by manufacturing deals (86%) and corporate mergers (75%) (Deloitte, 2016).
Mergers fail when the emotional realities of integration are neglected. People fear the loss of their identity, the possibility of ‘streamlining’, the disruption to their team and their customers. The number one driver of success is people-focused integration: when leaders champion change, engage in effective two-way dialogue with their people, and harness united cross-cultural teams to sustain momentum (Deloitte, 2016).
To realise value and return speedily to business as usual, a new story must be told that wins hearts and minds, unites teams, recognises combined strengths, and delivers lasting behaviour change. Our story-driven approach engages people’s heads and hearts in the collective journey, helping them build a shared sense of purpose governed by strong organisational values. We help leaders become inspirational storytellers, building belief in a shared destination and authentically role-modelling the mindsets and behaviours needed for success. We help people discover the contribution they can make in their new reality and take ownership of delivering it. We harness a network of ambassadors to champion the integration narrative across the organisation, and we embed a learning organisation that celebrates its people, gives them a voice in change, and learns from personal stories of success – maintaining the momentum needed for long-term value.
As a result of our post-merger integration programme, you will achieve:
People-focused integration is the number one driver of success.Deloitte, 2016
While the core components of our proven methodology form the foundation of every programme, we tailor solutions to the specific needs of every client, with products and services included as needed. A post-merger integration programme could look like this: