October 15, 2009


A merger or acquisition is not done to cause organizations to be smaller, make less money, and work employees’ fingers to the bone—and mergers are not done to reinvent existing wheels or to lose key talent. Deals are done to work – plain and simple.

None of this happens accidentally. To achieve extraordinary results, a strategically planned transition must be developed. But it’s not enough to merely plan a stellar strategy. A complete solution must also include a way to get the thing off of the planning pages and embedded in the go-forward organization. Especially during mergers, it’s crucial to stay the course; keep focused. Creating a solid transition plan—and sticking to it—will keep you on track, and keep you focused on the vision for the new organization.