Do you lead with Instinct, or Data?

Maximise Your Company's Value: Attracting Trade Buyers in the year ahead

Some personal reflections on the last 12 months

Managing Upwards

Minimise Disruption, Maximise Momentum

Using your integration as a springboard for future growth

The start of a new year presents a unique opportunity for leaders to shine and a “banana skin” for the complacent, or the unprepared.

Part 2 In the last post we highlighted the key areas for leaders to address when guiding people through a business integration. In summary, they were culture, resistance to change, loss of identity, the communication vacuum and lack of engagement. Integrations are complex and are rarely smooth throughout the process. People will want to understand the Purpose and strategic value of this merger & what it means to them. Inevitably, there will be uncertainty, but if the buy-in and trust is evident, you will secure higher levels of tolerance in preparation for the inevitable turbulence experienced through the integration process. Here are some specific tips for overcoming people challenges in business integration: Communicate early and often: It is important to communicate the rationale and the integration plans to employees as early as possible. This will give people time to process and adjust to the changes and ask questions. Be transparent and honest: Be honest about the challenges and opportunities of the integration process. Avoid the use of smoke & mirrors to avoid difficult questions. Be inclusive: Engage employees from both companies in the integration process. Ask for feedback and recommendations and respond to it. This will help to create a sense of ownership and commitment to the integration. Provide training and support: Promote the skillset and knowledge employees will need to be successful in the new organisation. This may include training on new technology and processes and a comprehensive and inclusive induction. Set new business goals: Give employees across both organisations a sense of shared and collective future purpose and inject energy into their performance and delivery Celebrate successes: Be sure to celebrate the successes of the integration process along the way. This will help elevate the merits of the strategy, boost morale and keep everyone focused and motivated. Successful integrations require a high degree of integrity and courage from leaders. It would be a mistake to underestimate just how influential People are to the integration process. The process itself can be meticulously planned with expertise, templates and project management tools. There is no template to guide People through an Integration.

Part 1  When two companies merge, it’s not just brands coming together, it’s cultures, ways of working, and expectations. In a high performing business, loyalty is tribal. It’s the “secret sauce” of any successful business. A merger will often, therefore, lead to conflict and resistance to change which can subsequently directly impact both morale and performance. The consequence is distraction for both parties which can prove costly to both the acquirers and the vendors, particularly when a significant proportion (potentially up to 50%) of their enterprise value is held in deferred consideration, or “earn-out”. Without controlling the integration process, competitors and head hunters will soon smell blood in the water and will quickly, often deliberately start dismantling your business. Here are some of the most common people challenges associated with business integration: Cultural clash: This is a major challenge in many business integrations. Employees from both brands will have different values, beliefs, and working styles. This can lead to division, misunderstandings, conflict, and a lack of trust. Resistance to change: Integration usually involves significant change. This may include changes to job roles, responsibilities, job security and working environment. Loss of identity: Employees may feel like they are losing their identity and values when their brand merges with another. There may be a sense that their proposition and purpose has been diluted and that their “journey” has effectively ended. This can lead to a negative spiral of morale and productivity. Communication Vacuum: Clear communication is essential for any successful integration, but it can be difficult to communicate effectively between two large organisations with different cultures, infrastructures and geographies. Any vacuum in communication will never end well. Lack of employee engagement: If key staff are not engaged in the integration process, it is more likely to fail. They must believe in the new journey and ideally be involved in the planning and execution of the integration process. Leadership & planning are integral to overcoming these challenges. A coherent communication plan should be a central component of the broader integration plan. Leaders will need to step up and create ambassadors throughout the new, enlarged organisation who can then act as evangelists and help control the narrative throughout the complex process of integration. People rather than Process will typically determine the success of your integration. In future posts I’ll share some more specific guidance to overcome some of these challenges. In the meantime, feel free to message me directly for further insight into post-merger integrations & some further ideas on how to best prepare.