A multi-billion-dollar acute-care health system was acquiring a national health care provider. On paper, the merger made sense for both parties, as merging would enable the health system to own the full continuum of care and expand its geographic reach. But leaders and employees in both organizations were worried. There was an apparent clash of cultures; the acquiring company's leadership team was not fully bought-in to the acquisition; both organizations had prior M&A mishaps - and this was going to be by far their biggest acquisition. The CEO and CFO realized that the company's leadership was not in the right frame of mind and did not have a plan of action to ensure a successful merger. And the transaction was slated to close in 4 months.
The health system's leadership conducted a Syntegration to quickly create an integration plan and align the team. They involved people from across the system, at various levels of leadership, and on our advice, also included the consultants who had performed financial and other due diligence on the deal. The participants had several key insights and recommendations about integration team leaders, along with creating a new brand and national communications plan.
The process and the resulting plan aligned leadership, who decided to accelerate the timeline of the transaction by two months.
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