An acquisition integration initially produces more problems than solutions.
This is the “it gets worse before it gets better” phenomenon. And it’s totally predictable.
As people have to break their familiar routines, performance weakens. It’s an awkward time, with more confusion, communication problems and job stress.
This is a completely normal turn of events. Just the same, it looks bad. If people aren’t mentally prepared for it, chances are they’ll conclude that the integration plan isn’t working. The grumbling gets louder, and the merger loses steam.
Resistance always spikes up when predictable integration problems take people by surprise. So you need to set the stage. Make it clear at the very outset that integrating organizations won’t be a trouble-free process.
Sure, you should make a sales pitch for the deal. Just be sure to point out the warning label as well.
The big mistake is to ...
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