First 100 days – pressures & priorities
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Employees from the acquired company seem to go from 1 full-time job to 3 on their first day. In many cases they have to go through extensive onboarding/training, continue their day-to-day, and conduct integration activities as well. Employees from the acquiring company also add integration activities to their (often already) packed days. Rarely do either of them have m&a knowledge or experience. What would you prioritize in the first 100 days?
Keep business as usual as possible as can – the purpose of the acquisition is to deliver the business. The priority would be 1). Compliance (legal, tax, finance) 2). Culture shift 3). lower hanging fruit of the synergies. If you have defined the re-org, try to make it as soon as possible; If you haven’t define the org-structure during DD, then keep it as it is before you really understand the acquired business.
In the first 100 days we also keep business as normal as possible while introducing trainings and features to help ease an otherwise potentially stressful process. I think its important to introduce the changes slowly while reassuring the acquired employees that they are valued. While culture and reporting structure will likely change I have found that as long as their are defined outlets and plenty of resources available they tend to work smoothly.
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