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Merging of Processes, Systems and Culture after Acquisition

Typical challenges of a merger

Merging the elements of two companies after acquisition is not an easy task. In addition to technical difficulties encountered there will be new challenges encountered as a direct result of the merging process.

It is imperative to handle the merger correctly. We have found that about 80% of all acquisitions do not bring the expected results. Goals of synergy are not realized and there is little benefit for the mutual clients. Instead of improving the cross-sell activities, the sales stagnate or even drop.

Asking personnel to accept changes?

Acceptance of new processes is usually quite difficult for the staff of the acquired company. There are differences in client type, products, processes, etc. When newly formed teams do not cooperate the overall morale drops.

These personnel problems can be prevented by using the right professional after-acquisition process, a process where the technical side is only the first step toward success. In the process of implementing and anchoring changes, it is essential that all employees are provided the means necessary for adaptation with the greatest possible efficiency.

Our experience using the Pragmatic approach

We have worked extensively with many types of companies with differing management styles. Today Campi offers as many as 175 methods for change in managerial behavior.
Over 1,500 managers have utilized our coaching services in order to ensure the maximum effectiveness of their respective mergers.

The steps towards a successful merge

Campi supports clients in all the phases of a merge. We offer services in the following areas:

  • Defining new process models of system and culture
  • Development of strategies for the effective implementation of changes
  • Real life implementation of the pragmatic methodology
  • Testing and evaluating results
  • Planning progress
  • Further development plan and „anchoring“ plan