[Finn Staal]

In post merger integrations I often experience that focus on the change management aspect of the integration often “loose” in the battle of getting time and resources between the different integration workstreams. Despite the fact that most agree in the importance of focus on change management strategy, plan, and activities.
What is the best way and best arguments to secure the needed focus on and resources for a dedicated change management workstream and to execute change management activities?

[jeffreestar]

The point about change management competing for time and resources is very relatable. Keeping people and culture visible throughout integration seems essential, and Basketball Bros would be a nice quick break after a discussion like this.

[Alicia]

I can relate to this as well. From my experience, change management can easily get less attention when the integration is mainly driven by functional workstreams. For me, it helps to have someone responsible for the overall change perspective, while making sure that change-related activities are also part of the individual workstreams. Otherwise, topics like communication, stakeholder engagement or resistance can easily be treated as “nice to have” rather than part of the integration itself.

[Mary Gachanja]

I agree, change management often receives less attention than operational integration. The strongest argument in my view is that poor change management directly affects employee retention, productivity, business continuity and ultimately the realization of synergies.

[Author]

Posts