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Acquisitions are fraught with many challenges, some inherited, some are newly created because of the transition, and some are mixed of both.
When an independent organization has been subsumed by another organization, the transition is never without instability and difficulties. The challenge for most executives is to create the environment where the transition provides the best avenue to sort things out - the past, the present, and the future scenarios.
The past - the subsumed organization is probably facing some challenges before the transition happens. This is compounded when the transition occurs. Personnel is confused, maybe upset, and completely feeling powerless to feel any sort of consideration about the changes that will take place. Maybe, some are against the move, some are in favor, and some have to leave the organization. Maybe the organization in question is completely disorganized and suffering from many organizational crises. When this is the case, the headaches and ills are transferred unfortunately.
Compounded with the transition, this can create a plethora of toxic and unhealthy behaviors which can lead to underperformance or non-performance of certain important keys tasks in the organization.
The present- the acquisition process with all the strategic and tactical considerations can boil down to two main things; 1) the preponderance of the acquisition- weighing the risks and the benefits to the organization taking over; 2) the long-term alignment to the strategic goals of the organization- could be a growth strategy or for another altruistic/ and non-economic reasons. Whatever the basket of perceived benefits, the present need is to review what works, did not work, and what needs to be retained, removed, and revised.
To chart the future that is aligned with the organization, strategies must be developed fully with change management in mind. Without the former, the latter becomes arbitrary, myopic, and rudderless. Without the latter, the former tends to fail big time. These two needs to come hand in hand, like a glove to the hand.
Where are you now in your acquisition or change management efforts? Have you considered these processes to keep your strategies front and centre and not be drowned by the sea of good intentions?
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