A Slow-Paced M&A Integration Is A High-Risk Strategy
The most common complaint employees have in the typical merger sounds like this:
“Nothing’s happening . . .
Why don’t they get on with it? . . .
They’re moving too slowly.”
Instinctively, the employees seem to know what’s best. Certainly they know what they want, and that is for top management to get the merger over and done with instead of letting it drag on and on. Employees need answers. They want closure. What they can’t stand is “not knowing,” and having to continue working in an atmosphere of uncertainty and destabilization.
A lengthy, slowly paced integration is a high-risk strategy. Such an approach exposes the organization for a longer period to the damage that can be done by generic organizational problems brought on by a merger. . . .