- This topic has 13 replies, 14 voices, and was last updated 7 months, 2 weeks ago by
Lisa Hall.
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January 3, 2022 at 6:01 pm #52289
Nathan Taylor
MemberDoes anyone have experience in or recommendations on how a new, inbound management team should prepare to take over a company, post-acquisition? What are the most important things to consider in the first 100 days?
January 17, 2022 at 1:43 pm #52642Liwei Wang
ParticipantFor a new management team, my view, the most important thing post-acquisition is to keep business as usual within the first 100 days- do not try to put too many changes/ integrations actions to the acquired business before you really understand it. Keep the employee retention and keep the business as usual.
January 18, 2022 at 12:25 am #52666Kevin Deasy
MemberAgreed with the most recent response. The first 90 days are key. If there are obvious issues that have high risk, then make the changes needed. Otherwise, try to approach all decisions regarding employees with care.
January 29, 2022 at 6:32 am #55341Albert TAN
ParticipantI am of the idea that during the first 100 days or so even possibly earlier, the new management need to take steps quickly to make the necessary changes even in the face of resistance. Without knowing what are the resistances, the longer the drag into the future, will mean more problems in the future. Rather,I believe that nipping the bud is key.
February 13, 2022 at 10:52 am #56204Sandeep Kumar Ruhela
MemberIn my view, the new management shall have made the plan for 100 days before they start their day 1. This will require deeply studying the key issues, challenges, strengths and weaknesses of the organization, loose hanging fruits etc. from Day 1, the new management needs to attack and achieve the quick wins. Also, communication has to be the most important part of their daily life for first 100 days. New Management shall avoid any changes which may divide the organization, make employees insecure.
March 6, 2022 at 7:33 pm #56874Ryan Wright
MemberUnderstand that to clean house, you can still keep some top performers on the leadership team if they fit the new, incoming culture. They’ve seen a lot over their time and know the business intimately, so they can be helpful in not repeating past mistakes.
April 19, 2022 at 11:24 am #58629Hamood Alhajri
Memberin the first 100 days, I would suggest to say run the business as usual, try to retain expert employees and start solving the major issues by gradually .
December 11, 2023 at 10:36 am #92334Magdalena Stadtmann
MemberBe considerate of what already exists and what you still dont know. Take the required time to learn. Dont make too rushed decisions. The 100 days rule has its merits.
December 19, 2023 at 4:13 pm #93221Jennifer Leow
MemberI would think that the new management should identify the key employees and initiate discussions with them on the future plans. Any major change in operations should be carefully planned and the benefits should be clearly explained to the relevant employees.
December 19, 2023 at 5:13 pm #93225Vishal Patel
MemberLeast disruption to the acquired organization is key. If management change need to take place, have a plan in place with duration and milestones. Focus on how to avoid interruption is BAU while gaining confidence of the workforce.
January 23, 2024 at 7:31 pm #95902Manish
MemberBusiness as usual to avoid any disruption to operations and commercial activity. The last thing you want to do is value destruction. Each M&A is different, where some require heavy integration. Culturally, both organizations can be very different and might require a more delicate approach to integration. Ensuring key employees are identified early in the process along with prioritizing your high risk high impact issues and having a proper IMO in place is critical to a successful integration
January 23, 2024 at 9:53 pm #95906Brant Miller
MemberSuggest a few things –
1) Strong plan around data. Will be much harder to obtain and organize. Have a plan for everything you need to run the business, client, billing, financial and get it into a place you can access it, even if it has to stay in a clean room until the deal closes.
2) Overlap and shadow, begin to establish relationships. Do everything you can pre-deal without crossing the boundary for what can be shared. If the deal has been announced publicly then all internal relationships should be fair game.January 24, 2024 at 10:40 am #95945Thinus
MemberDepending on the type of acquisition, if it is not a hostile takeover. You would want to keep the business as stable as possible thus not scare off customers or high potential talent within the organisation. That being said the new management team cannot waste any time and need to clearly state their vision for the business going forward and how they plan to integrate the two organisations. In my experience identifying and managing any fallout or misalignment as early as possible is crucial.
January 24, 2024 at 5:27 pm #95976Lisa Hall
MemberIn addition to ensuring stability of operations and customers I would suggest having a plan to truly understand the culture of the employees that are remaining. You want to avoid re-creating the wheel due to the introduction of new management, which will add frustration for employees that are likely already hesitant about the change.
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