The initial focus in a merger tends to be on finance, IT, HR, processes, and structures. But aren’t your people your biggest M&A success factor and most valuable asset?
We explored the key factors behind successful post-acquisition mergers. What did we find? A people-first approach significantly increases the likelihood of successful integration.
While it’s not always labelled as such, culture consistently emerges as the most complex variable—and culture is shaped not only by leadership and management, but by the people on the ground. Much has been written about why mergers fail (research shows failure rates of 70–80%). But we prefer to focus on the easiest M&A succes factor.
In this article, we share the three key pillars of a successful business integration—based on our own hands-on experience.
We know what it takes to make a post-acquisition merger actually work
People First: The Key Factor to Successful M&A Business Mergers
The initial focus in most mergers tends to be on finance, IT, processes, and structures. But by doing so, organisations often lose sight of the human connection—something that proves fatal in 70–80% of cases.
We share a brief overview of what we’ve learned through our experience with various commercial integrations. These are practical actions that spark an initial cultural shift and accelerate the development of a strong, unified commercial organisation.
1. Start Communicating Immediately
People value structure and clarity. That’s why communication should begin before the deal is even signed. Ideally, you’ve already drafted a high-level roadmap and prepared your narrative for the first town hall. This early communication outlines what steps will be taken in the coming months, what challenges to expect, and how leadership plans to navigate them.
It’s also important to acknowledge the uncertainties—and to commit to monthly personal updates explaining the progress, the decisions made, why actions are delayed or postponed, and the reasoning behind them.
This approach builds trust and lowers the risk of early departures. People are far likely to remain when they feel informed, seen, and respected.
2. From Communication to Activation
Once you’ve laid the groundwork with clear communication, shift the focus to activation asap. When people are actively engaged, they feel valued and included—and that drives energy and momentum. Internal communication should follow naturally from this, helping to prevent damaging speculation and corridor talk.
Our advice: hire a specialist early on. Looking at activation as a lever for communication sparks early cultural change and accelerates alignment.
3. Stay Realistic About Synergies
That promising cross-sell potential calculated before the deal? It rarely gets the attention it needs post-acquisition. Sales and marketing are often left uncertain: Which brand should we use? What’s the pricing? How do we present the new proposition to clients and prospects?
By addressing this early and strategically, you enable commercial teams to move forward with clarity. Sales and marketing know which message, which price point, and which brand to use. Campaigns can be developed and launched with confidence. A strategic approach here is essential!
