The word merger implies a smooth blending, but too often mergers are more of a collision between two entities and cultures. Normal communications systems break down during the change process. Adaptations and new system implementations need to be deployed in order for the bumpy way to be smoothed as much as possible. The purpose of this article is to explore actions that create optimal results in a merger situation-what to prepare for, what to do, what to look out for and how to use a consulting and communications strategy to attain the desired results.

Planning and Preparation

Typically much of the emphasis in the pre-merger stage is on the financial implications. These are critical considerations, but a successful merger is characterized by a strategic mindset, in which the meta-perspective and strategic intent of the proposed combination drive the process-not only in the go/no go decision, but in the strategy and plans that flesh out the detail of how the merger will be carried out. What strategic imperative does each aspect of the plan fulfill? What assets will be kept or divested, which divisions remain intact, which are combined, and which are eliminated? How will the competitive advantages of the acquired company be exploited? What synergies are we looking for in the long run! How will we make sure they happen?

These questions are answered by developing a clear understanding of the purpose, rationale, success criteria, and intention of the merger. Clear understanding and communication of these points can guide all subsequent actions and decisions in the merger process and provide a unifying umbrella of context in this complex process. Absence of strategic understanding leads to lack of alignment, competition for resources, two-steps-forward-one-step-back implementations, fumbles, interceptions and dropped balls, skyrocketing expenses, and mass employee defections.

Action: Create a statement of purpose and strategic rationale for the merger and communicate it corporate-wide. Use it as an acid test as more detailed work plans are being developed-how do these plans help to attain the strategic objectives of the merger?

After determining and communicating the business strategy, a comprehensive combination strategy and plan must be developed that answers questions like:

• How will the target company be integrated into operations?
• How will different phases and functions of planning be integrated and coordinated?
• What will take the place of normal day-to-day communications channels as they are disrupted, fractured or destroyed by the combination process?
• How will the clash of the two cultures be addressed and resolved?
• What will we do to retain the talent that we wish to from the acquired company?

Action:

1. Create a clear picture of success, including "conditions of satisfaction."
2. Identify every key area impacted by the merger process.
3. Develop a framework for executing the merger which details how tactical information will be communicated. Base the plan on: a) business units, b) information technology and c) human resources.
4. Create teams in each key area that include members from both companies-teams that develop and execute tactical plans including goals, milestones and specific actions. Include in all plans how progress and generated information will be communicated to the larger organization.

"Overcommunicate!" Because of the breakdown of old communications systems the acquired organization tends to circle the wagons and break into pockets that are using a) the remnants of old systems where they exist and b) informal, improvised grapevine networks for their communications. The goal of the communication strategy should be to welcome these systems into the larger temporary communications system. Maximize the circulation of important information that would otherwise get stuck in pockets, and minimize the dissemination of misinformation generated by conjecture and gossip.

Action: Include as part of your plan various ways of overcommunicating in two directions (putting out timely, accurate information and receiving questions, concerns, issues and information). Some staples are:

1. A merger-specific newsletter
2. An on-line bulletin board (with guaranteed response time) for questions, answers and open postings
3. Regular face-to-face meetings with leadership for updates and question/answer sessions
4. Regular all-key-area meetings with representatives from each exchanging updates, concerns, resource needs, and support
5. Live broadcast or video reports from upper management conveying the purpose of the merger, the benefits to employees and customers, and addressing concerns that have been communicated up
6. Brown bag lunches with local leadership to answer questions and build rapport. Implementing these actions paves the way for the actual combination-the merger itself-to begin. In my next article I will address how to implement the plans that have been generated, how to adapt on-the-run as new situations and information become available, and I will give more detail on how the communication tools mentioned above can be utilized to support a successful merger process.

Paul Kwiecinski is an organizational development consultant and business coach specializing in helping clients create unprecedented levels of achievement through vision and action based on systemic understanding and leveraging of their organization. He uses his experience and training in team development, coaching, leadership training, visioning, project management, strategic planning, and innovation to work with his clients to create the business they always wanted to have. Paul has a baccalaureate degree in Management from the University of Notre Dame and has also worked as a project manager for Ford Motor Company.

The most unexpected and influential leadership role during many organization development and change programs comes from a group we call internal change agents. These people are a self-defined group within the organization that is excited about the changes and growth proposed and are willing to get into action around them. Their general purpose is to 'support the success and maintenance' of whatever organizational wide program is in place. The specifics of this role varies because the people define their specific purpose, roles and responsibilities themselves, with the help of a facilitator. MetaSystem has recognized the value of an internal change agent program during our last 20 years of helping organizations grow. These programs work consistently.

Internal change agents are effective for several reasons:

First, because of their excitement and willingness to get into action.

Second, because as 'internal change agents', or ICA's (however they define themselves) the only real authority they possess comes from the strength of their convictions and the clarity of their ideas. They are free to move about the organization at all levels relatively unnoticed. Therefore, when they begin to inquire, as part of their role, who is genuinely interested in changing the way things work, the only people likely to respond are those genuinely interested, not someone who is trying to 'make points with the boss' by pretending buy-in to the new ideas.

Perhaps most importantly, they are influential because they are the organization. I often remind people that there is no such thing as 'the organization' except for the people to whom I am speaking. Therefore, this group is a physical aspect of the organization moving itself forward in a specific, pre-determined direction.

Benefits of Internal Change Agent programs to organizations include:

• Expanded resource base for the organization-These groups enable a stronger network between sites, departments and individuals. If someone has a problem implementing the changes, or problem solving, they can call someone from the program in another site or department and get feedback or ideas.
• Allows participants to express their ideas in intelligent ways-Depending on the extent to which these agents are used, they move throughout the organization and develop relationships with the CEO, VP's, management, as well as with other employees in other sites or departments. Ideas come from all places. Internal Change Agents provide not only an avenue for their expression, but for their cross-fertilization as well.
• Employee growth and development- Internal Change Agents learn many skills and are good candidates for promotion. Ascension from line employee to management, or promotion within management during these programs is not uncommon. The ICA program provides a structure for informal training and development.
• Provides accurate information on program progress-Because they have no real authority, people speak to ICA's openly. They not only hear what is working about the program, they hear what is not. Therefore, changes can be made before it is too late. These are actions that make the difference between success and failure of any organization change or development program.

Do you want to come up with an action plan for the coming year that is aligned with your values and your vision and provides the specific details that will be the steps to success for you? The Six Dimensions of Success is step-by step process to create that kind of action plan that will have high impact and bring breakthrough results.