How can you foster collaboration during M&A transformation?

Collaboration is essential for successful M&A integration and synergy. Clear communication channels, led by leaders who promote openness and inclusion, ensure that information flows transparently across teams (Marks & Mirvis, 2011). Encouraging cross-functional teamwork promotes knowledge sharing and problem-solving as a group effort. Using technology to collaborate improves efficiency and engagement. Check-ins and structured feedback forums promote shared ownership of the transformation process (Marks & Mirvis, 2011). Marks, M. L., & Mirvis, P. H. (2011). Joining forces: Making one plus one equal three in mergers, acquisitions, and alliances. John Wiley & Sons.

In my experience when it comes to assessing teams and cultures, there is no substitute for spending time with the actual people. Surveys are easy to develop and administer but have many drawbacks and seldom present the entire picture accurately. Having been involved in a few of these processes I always start be talking to people at various levels of an organization, or when possible and practical literally everyone in a team. Similar to being an embedded reporter, the idea is to really get to know the people and dynamics of a team and environment. This will create and enable the most effective communication and collaboration.

Absolutely assessing the current state will dictate what needs to be done. How that can be done is via feedback and surveys.

Building an in-depth understanding of the business , social and economic aspects that potentially impact the project / opportunity will give valuable insights to the tasks and to do items.

In my opinion, we have to evaluate the composition of the teams involved in the merger and acquisition, their hierarchical structure, their skills and their level of collaboration. Then we could identify the strengths and weaknesses of each team in order to determine the areas requiring improvement. The other important aspect would be to understand the different corporate cultures of the merged entities. Highlight the predominant values, norms and attitudes within each company. There is the need to conduct open and transparent exchanges with employees to better understand their perspectives and concerns to identify possible synergies and potential obstacles to integration in order to facilitate intercultural exchanges.

Communication is key because of the uncertainty mergers and acquisitions brings. By communicating what's to come and the expectations of how often and Communication will be, it will help build the trust and whatever is promised needs to be followed through.

I grew up with a psychiatrist (my father) and a psychologist (my mother) so needless to say I'm a big believe in communication. Having open, transparent, honest and direct communication in terms of conveying the intent, plan and process will ensure that fear, uncertainty and doubt are kept to a minimum.

The key to getting everyone aligned on a singular common vision is to develop and articulate something that is clear, concise and as specific as possible. Great vision statements that work aren’t about values; they are about challenges and goals. Culture is an easy thing to talk about but a challenging thing to create and nurture, it requires patience, consistency, fairness, commitment and respect. For a company culture to really take hold, it needs to be felt and practiced consistently and at all levels within an organization.

Establish cross-functional teams and networks can definitely break down silos and help team members get to know others they might not have worked with or even spoken to.

Involving operations teams progressively and early on even through the corporate development led mechanics leading to a deal could help. Not only does it make some of the culture/integration aspects but it allows people to use time to make and get to know the teams they will end up working. Transitional leaderships often get discovered and apprehensions reduced if teams communicate. Opportunity for dialogue and concerns and creating a mechanism for teams to meet, track and followup help the team to be in a way be the flag bearers on both sides. how one keeps evolving while staying consistent is the leadership in this period

Employee engagement is always on the minds of Managers and Leaders, taking a team approach for certain types of problems is one method to create engagement and boost team spirit. Cross functional teams also have several benefits beyond just fostering collaboration and counting the silo effect, they also serve to create knowledge transfers and develop management and leadership skills for those with that inclination.

During any type of M&A transformation there are likely to be new systems, processes and tools. To reduce the overall stress level, maintain job satisfaction and operate the business most efficiently going forward it's important to have in place excellent training and learning resources.

Training and support will help the trust process if applied correctly. Training and support can also show the team they are part of the M&A

Recognize and reward collaboration definitely creates a positive environment. Increases morale and would definitely motivate the team.

Ensuring a positive collaborative relationship post-M&A involves key practices: 1. Clear Communication: Establish transparent channels to address concerns and share information effectively. 2. Shared Goals Understanding: Foster collaboration by aligning both parties with clear understanding of shared objectives. 3. Prompt Issue Resolution: Address concerns promptly to prevent escalation, preserving positive dynamics. 4. Regular Check-ins: Schedule periodic assessments to maintain consistent dialogue and address challenges. 5. Feedback Mechanisms: Implement systems to gather insights, aiding early identification and resolution of issues. Following these practices contributes to a constructive post-M&A collaborative relationship.