Two of everything. Cut to one.
Two plans, two sets of values, two ways of doing things on a Tuesday. We take what both businesses already have and cut it to one plan your people can hold.
To merge two company cultures after an acquisition, start from what both already have rather than a new values exercise. Agree three priorities for the combined business, write the behaviours both teams will share, give every leader from both sides a page, and measure whether staff in both businesses can say it back at day 90.
Read both
We read both businesses' plans, values and handbooks, ideally before completion.
Two days, both teams
Leaders from both sides in one room, building one plan and one way of working.
One set of pages
Three pages for the combined business, and a page for every leader on both sides.
Recall by business
The three questions asked in both businesses, so you can see whether the acquired team has it too.
A day 90 report your investors can read.
Sample figures for illustration. Recall is reported alongside one value-creation number you choose with your board.
Starting an integration?
We scope merger work separately, and can start on the data room before completion. Operating partners welcome on the call.
Book a call