Whether measuring success in terms of shareholder value, unlocked cost savings, customer satisfaction or increases in market share, history suggests that undertaking a merger or acquisition is a difficult challenge for businesses and business leaders.

Whilst research identifies varying success rates, a broad analysis suggests that only around one-third of all mergers and acquisitions are likely to be deemed a success. “People issues”, rather than operational or financial factors, are often cited as the root cause of many of these M&A failures.

By addressing people issues as a priority – maintaining staff morale, managing talent, sharing knowledge, regular ongoing communication, empowering leaders to make decisions and retaining key people – the probability of achieving the pre-merger objectives and integration success is vastly enhanced.

During what is often an anxious time for employees, our approach directs leaders within the business to proactively manage the integration process from within, aiming to transform the new organisation as swiftly as possible. This speed of action, combined with a clear focus on tackling the people issues, helps to minimise employees’ distraction from their primary goal; delivering outcomes for the business, its customers and its clients.