Change Management and Merger Integration


Our change management training programs evolved from our pioneering work in merger integration. PRITCHETT was the first firm to specialize in merger integration strategy and author books on the subject.

We have sold more than 12 million of our M&A and

change management books

and trained more people in merger integration and  change management best practices than anyone else. Over five thousand companies have used PRITCHETT's change management training , to mobilize their organizations for successful change.

Nobody else can match our credentials. Period.

Whatever the change — restructuring, installing systems, redesigning processes, outsourcing, developing new products, cutting costs, or merging — our seasoned experts can reduce your headaches and shorten your transition. 

Take your  Change Management expertise to the next level by attending one of our Change Management Certification public sessions.

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Daily Excerpt from PRITCHETT Bestseller: Sunday, May 20, 2012

  • Be Loyal to the Culture. | Practice Aloyalty.

    An excerpt from Culture Shift

    change-managementLoyalty creates traitors in a rapidly changing world. It happens when the organization tries to change to fit the times, but the culture won’t let it. Devotees of the old, established way of doing things wrap themselves in the company flag and resist change on the grounds of love and duty. This misguided loyalty cripples the organization’s ability to adapt, and should be considered treason.

    Over the years loyalty developed a good reputation. Long considered a virtue, loyalty got rewarded by service pins, automatic pay raises, and promotions. But today loyalty creates problems when people pledge allegiance to a culture that no longer should exist.

    There is grave danger in being chained to outdated traditions. Or remaining faithful to worn out ways of doing things. Or honoring old values and beliefs that developed under very different circumstances.

    You need to show some insensitivity to the organization’s history in order to show the proper respect for its future. Be willing to break with the past. Rethink whether yesterday’s heroes provide the right role models for people today. Celebrate achievements that make the organization more competitive, rather than sticking with old rites and rituals that reward people for the wrong things.

    Being loyal to a culture that is suicidal is a dishonorable act. So ask yourself whether you can afford to worship the legacy of the old culture, or whether that will eventually kill the company. Defending the past cannot protect you from the future.

    The absence of loyalty is not necessarily disloyalty. A culture of aloyalty is better than allegiance to outdated values, beliefs, and behaviors.  

    © 2012 PRITCHETT, LP