Chapter FiveThe Merger Integration Work Streams Model
Merger integration is not about platitudes, it's about action.
After a long string of twelve- to fifteen-hour days, in the depths of a merger integration process, the executive leading the project confided in us: “This is quite possibly the most complex ‘simple’ process I've ever seen.” That is a sentiment that resonates for any manager or executive who has been through the same drill. The steps and the process mechanics are not unique or challenging in and of themselves, but the environment of change—the pace, the pressure, the stress and uncertainty, the widespread fears and skepticism—combine with the sheer volume of difficult decisions to create a Herculean task that can quickly overwhelm ...
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