2015 was a record year, with $4.2 trillion of transactions pending or completed at the end of December. This news leaves shareholders and Mergers and Acquisitions (M&A) bankers gleefully rubbing their hands together, however history has repeatedly shown us that after too many mergers employee engagement is lost. So what should you do if you’re the person left with the herculean task of curating these two very separate groups of people into one cohesive body with a shared purpose, values and community?
Let’s take a look at why disengagement sets in. Organisations have an unnervingly brief window of opportunity after announcing a merger to create a single community with shared values and purpose. If they don’t act fast, this opportunity is lost and the “us and them culture” sets in; individual employees ask “where do I fit in?”; and the values of the dominant company swallow up those of the smaller company. This makes the chance of cementing a truly joint purpose, from an engaged community with shared values, unobtainable.
So what should you be doing to avoid this? Well for a start it is fundamental that organisations engage employees from both sides of the merger in the co-creation of shared values as soon as possible after the merger announcement. This must be an engagement at scale, and in a way that enables them to contribute to the discussion and formulation of the shared values. The very act of focusing your people on co-creation establishes a sense of community across both sides of the merger. This sense of community in turn pushes the newly formed organisation over a tipping point of engagement. You can capitalise on the renewed energy created by heightened engagement to rapidly sense-check shared values across the organisation and enable employees to feel ownership over these values. This process creates a sense of belonging, motivation and engagement on an individual level, to maintain the energy and drive needed to push through the stress of the merger.
By following a process of acting both rapidly and inclusively you ensure that, instead of creating a sense of loss at the changes made by the merger, you’ve created a community. This is a community with a shared purpose, driving engagement, around the values of your newly formed company. This engagement has the added bonus of contributing to the success of the merger, ensuring your shareholders are still happy.
Do you need to cement values across silos? Contact email@example.com for further information on how to achieve this.