Mergers, acquisitions and divestitures are among the most challenging events for business leaders to navigate. People-related topics connected with the M&A deal need to be addressed quickly and effectively if business leaders are to avoid negative business consequences.
One of the most important ways to do so is to focus on organizational design and talent planning — including skills gaps and synergies among the combined or new workforce. Regardless of the size of the deal, planning touches all job functions, levels and geographic locations.
Companies that don’t look at how the skills and corporate culture of their own organization combine with the other company involved in the transaction risk jeopardizing the deal or its long-term success. For example, employees that perceive a lack of opportunities going forward or don’t understand the directional changes in corporate culture may eventually leave or become less productive while they adjust.
Preparing early and aligning with the business, such as creating a cross-functional talent management office, leads to better outcomes for designing the future state of the workforce and the talent needed to energize business results.”