What would be key concerns for a leader whose firm has undergone a merger or acquisition?
Convincing employees that the change will benefit them and the organization in the long-term.
Mergers and acquisitions can be completed to expand a company's reach or gain market share in an attempt to increase shareholder value. The key concerns of leaders are change resistance from employees and the shareholder value.
Understanding new organisation and its new inner and external context. Understanding necessities and expectations of stakeholders.
As far as my perception goes, managing change is going to be a great challenge, because the employees have a fear regarding job security after merger or acquisition. Often employees are not ready to accept change. First the leaders have to educate the employees why such change is needed and how they are going to be benefited because of the change.
A merger or acquisition represents an opportunity for growth. One underlying rationale is the pursuit of scale and scope - with consequent staff reductions in the redundant sectors. It is up to the leadership to make such changes in the cadres quickly to communicate to the new organization that there will be no more cuts.
Communication is key... People fear - and therefore resist - change because they do not know how it will affect them and their role... It is vital to involve them as early as possible in merging departments, staff, processes, etc., and to TELL THEM what the advantages will be for them.
this sounds easy and logical, but is complicated by cultural differences - which HAVE to be managed sympathetically...
Great answer, Prof. @Stephen A. (Steve) Leybourne. Communicating and negotiating requires a lot of art.
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