We’ve all been part of great teams and not-so-great teams. But have you ever stopped to think at what makes a team great or not? Here’s my take on it.
One of the great challenges in M&As and other deals concerns how people feel. As the various steps of a merger go on, most people will feel a combination of insecurity, anger, arrogance, feeling undervalued, and grieving. When people feel strong emotions, they are not always as rational as they would be if they didn’t have those emotions.
It may seem the obvious thing to do, but many organisations undertaking M&A do not effectively articulate and communicate the business case that underpins their decision to merge or acquire. Often this results in unexpected business and cultural outcomes, and this should be central to your culture strategy in M&A.
Only by understanding overall business context and deal rationale is it possible to develop and execute a coherent culture strategy aligned to realizing value from a deal, as well as enabling future business outcomes for a combined organization.