Mergers and Acquisitions

One of the biggest risks during mergers and acquisitions is a clash of cultures killing the potential added value.

The period following a merger or acquisition is one of the most critical periods for ethics, health and safety, and diversity and inclusion. This is down to potential confusion over what you are now part of, and who’s rules and regulations you must now follow. Add to this the potential loss of productivity during M&A and you can see the importance of bringing everyone together swiftly. It’s important for leaders to demonstrate the values in action, and show unity through a shared leadership style.

By fully integrating the new business with pace, and showcasing a clear line of sight from each team out to the group level, you can avoid the potential pitfalls and realise the maximum potential of the merger or acquisition.

Our programmes are designed to give you just this. By helping your people understand what they’re part of, what’s expected of them, and why, we drive commitment to the new organisation, bringing your people together as quickly as possible.

Where should I start?

Thinking Partner:
We work alongside your team to set the agenda, facilitate discussions when needed, and act as a sounding board to bounce ideas off. Through this process we make ourselves available for a pre-agreed amount of time each month, whilst keeping ourselves updated on your company in our own time.


Team Cohesion:
Over three sessions, and follow up, we will define the culture as it stands in your team. The various cultures present will then brought together to provide a distinct set of guiding principles for working together as a cohesive unit. This is best for groups of up to 20 people.


Developing a sense of Belonging for a new organisation:
Through a series of workshops and interviews, alongside a survey, we’ll explore the culture at two merging companies, map the differences, help define a new aspirational culture for the new organisation, and devise and plan actions to guide the culture to where it needs to be.

"80% of mergers fail to create value. The top cause of this is a failure to merge cultures."