Post-merger integration diagnostic

What this method does

The method measures both organizations on the same grid, which makes the gaps comparable instead of anecdotal. It identifies what must converge fast, what can stay different, and what will resist.

When to launch it

• Closing is done and operational integration has no evidence-based plan.
• Each entity defends its practices and nothing makes them comparable.
• Departures are accelerating in the acquired entity without a known cause.

How it runs

1. 1

   Two scopes

   Both entities are described in the platform and assessed with the same grid.

2. 2

   Cross diagnostic

   Fifty-six questions on practices, decision-making, culture and tools.

3. 3

   Interviews

   Key managers on both sides are heard, with automatic transcription.

4. 4

   Common target

   Gaps are sorted into three piles: converge, let diverge, arbitrate.

What you get

• Side-by-side comparison of both ways of working on a single grid
• Gaps ranked by criticality and convergence horizon
• Map of people risks, by population
• Sequenced integration plan
• A baseline to measure convergence six months later

What is measured

• Management practices and decision paths
• Culture and implicit norms
• Perceived compensation and HR policies
• Structuring tools and processes
• Buy-in to the merger

Who it is for

Integration leads, HR directors and merger sponsors, within twelve months of closing.

The firm