Solving People Performance Problems in the Workplace

Post Merger or Acquisition

Although it may feel like a time to celebrate when the deal is done after all the hard work you and your team has put into your new merger or acquisition, studies show that it’s wise not to celebrate for too long.  The first four to 18 months of a merger or acquisition can be difficult.  Less than optimal decisions made during this time can cause problems for both companies.  Performance problems and inefficiencies that aren’t handled well may become insurmountable leading to no net positive advantage to the merger or acquisition at best or the sale of the recently acquired company at a substantial loss at the worst.

There are many factors to consider when acquiring or merging with another company.  Is there redundant staff, overlapping job functions and processes, significant cultural differences, differences in compensation structures, vacation and holiday plans?  Even far more difficult to determine, are unintended consequences that can affect the acquiring company negatively–both financially and in terms of the companies image?

Clarity Performance Alliance can work collaboratively with you to analyze, then provide solutions that will help align the workers, work flow, processes and other factors that have a direct impact on the long-term success of the merger or acquisition.

Clarity Performance Alliance’s Clarity Performance Audit™ can help identify hidden opportunities and problems before they become critical.

What to expect from us...

Mergers & Acquisitions Optimization

Typically there is a 50% drop-off in organizational productivity during the first four to eight months after a merger or acquisition.

A University of Chicago study found companies experienced decreased profitability, loss of market share, low staff motivation and morale, loss of key executives and staff, brand confusion, and decreased customer service levels.

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Solving People Performance Problems in the Workplace

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