Plan how two organizations actually become one, in people and culture as well as on paper, because most mergers underperform at the integration, not the deal.
In Merge or Be Acquired, once the merger is approved, then worked over the months after.
Plan the integration, with an owner and a rough sequence for each piece. The systems and financial pieces route to your operations and financial work; the cultural join is the work this plan must hold.
| What integrates | How, and in what order | Owner |
|---|---|---|
| People and roles | ||
| Culture (the hardest, give it real attention) | ||
| Programs | ||
| Systems and data (route to the operations work) | ||
| Finances (route to the financial work) |
A merger works when the two organizations become one in culture and people, not just under a shared name. If your plan is all systems and paperwork and no attention to culture and people, it is planning the easy half and skipping the half that decides whether the merger succeeds.
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