Many organizations that are looking at — or immersed in — either a Merger & Acquisition (M&A) process, or a re-design of their organization after restructuring (or a combination of both!) have (or will have) these three things in common:

1. Relationships change. Often, new interfaces are created with colleagues who may have no prior history of working together.
2. Timeframes change. The market does not wait for your redesign or appreciate the internal acknowledgment that you are in transition. Your need for a period of ‘settlement’ is not a concern for customers or competitors.
3. Power and influence change. Not only may the hierarchical structure of the organization shift significantly but also — and crucially — the often-forgotten, non-hierarchical systems of influence: the ways things “get done” through informal connections may be disrupted or completely reconfigured.

These changes are not insignificant. Historically, they result in productivity loss during the long and often painful period of integration towards what people vaguely call ‘a new normal’.

Now, imagine achieving in 3–5 months what might otherwise take 6, 12, or more. That acceleration is entirely possible.

Ready to find out more? Click here to read Dr Herrero’s paper , or email us at [email protected] to discuss.