Focusing on the Post-Merger Phase and Strategy

The real test of a merger or acquisition often comes after the deal is signed: during integration.
Without clear methods, operational leadership, and strategic alignment, the promises of growth can quickly fade away.

We help tech, industrial, and media companies navigate every stage of post-merger integration with a proven approach, guiding them on:

• The key success factors for a smooth integration
• The most common pitfalls to avoid
• How to unlock value after the merger
• Lessons learned from real consulting projects

The big question: how can mergers succeed with younger generations of employees, whose motivations are different? And at what pace should leaders move to keep teams motivated enough to achieve synergies?

The answers often come down to three simple questions: “Why this deal? What happens now? And what results can we expect?”

1. Explaining the “Why”

Start with a long-term vision that connects to the company’s purpose.
If the merger clashes with the purpose of either company, it won’t work. The deal can’t just be about cutting costs—it needs to be the expression of an inspiring strategy. Most of the time, that means creating more value for customers.

2. Clarifying “What Happens Next”

Set short-term goals: the ‘first 100 days’
The strategic vision should be communicated right away, but teams also need immediate objectives to stay engaged. After the symbolic 100-day period, employees expect a clear execution plan with concrete milestones—like launching a new offer, sharing geographic coverage, or improving processes.

In one acquisition, leadership shared monthly updates: employee morale surveys, the number of synergy workshops held, initiatives worth highlighting, and more. By the three-month mark, the target organization chart and IT roadmap were revealed.

Show authority, but lean on ambassadors
Flat organizations can slow things down: teams often complain about either not getting clear direction, or decisions being made without their input. A good balance is key.

Often, individual conversations with influential team members help build a community of “ambassadors” who support the project internally. At the same time, potential detractors should be identified early to reduce their impact on others.

3. Delivering Tangible Results

Build the target organization quickly—even if it’s not perfect
When setting up the new organization, speed matters more than absolute precision, especially at leadership level. But managers from the acquiring company shouldn’t assume they automatically get priority for top positions.

Look for synergies beyond IT challenges
IT can easily become a roadblock. External experts often help make balanced choices between the two companies’ systems.

But the first synergies don’t have to depend on IT. Workarounds—like manual processes or dual systems—can keep things moving. What matters is building momentum and encouraging collaboration, through workshops or training sessions where teams share their ways of working.