Team Merge

Facts: Many mergers and acquisitions take place without a proper framework for a speedy integration of teams and structures. The consolidated, new organisation chart may be in place but, very often, the integration of minds and hearts on a common ground and shared objectives is closer to rain making than to anything else. The lack of focus on team integration within the M&A arena, is a source of incredible waste.

Objectives:

To speed up the process of integration of new teams or structures in an M&A context. To ensure working together and true collaboration as early as possible. To create 'bottom up new culture'; that is, focused on the ability of people to work together in a pragmatic way, even if 'higher level' concepts such as culture are not initially involved.

Activities:

Initial interviews to assess working styles and working preferences of individuals within groups consolidating or merging. Team development workshops based upon pragmatic 'how to work together in day-to-day business'. Team development includes alignment and charter design. Post-workshops All-Hands conference to extract common patterns (working preferences, hidden values, etc.) that allow the mapping of 'Business Principles' or new rules of the game.

Outcome:

Effective working together of consolidated teams ahead of a projected schedule. Bottom up design of common business principles. Productivity protection and maintenance (within the time of M&A disruption) and enhancement.

When?

Pre-post M&A or other forms of consolidation of teams and structures.

Typical Time Frame:

This is usually a 3 month process that includes punctuated workshops.