After growth, a merger or an acquisition, it's no longer one organisation
Two cultures, two ways of working, one name on the building.
Sound familiar?
“On paper we are one company. In practice still two.”
“We grew fast, and what used to happen naturally now goes wrong.”
“The people who were there from the start no longer recognise the company.”
What usually lies beneath
After a merger or acquisition, the structure gets all the attention: organisation chart, systems, processes. The people are expected to follow. That is exactly where it often goes wrong, because habits and loyalties don't disappear with a decision.
With rapid growth the same thing plays out in a different guise. What worked with thirty people doesn't work with a hundred. Roles shift, and not everyone shifts with them.
How Foundation begins here
Fundament maps out how the organisation is really doing now, per layer and per original part. Where is the connection already there, and where not yet? From that follows which choices the board needs to make first.
Frequently asked questions
When is the right moment?
Preferably shortly after the decision, before old patterns set in. But a year later is not too late either.
Do you also work with the side that was acquired?
Yes. The conversations in Fundament cover the whole board and the whole leadership team, regardless of where people come from.
Is interim an option here?
Sometimes. If the programme calls for someone to take over a role temporarily, that is possible. It is never the starting point.