M&A Integration
What’s included
Assessment of the situation
Best case: participate in the due diligence phase.
Typical case: Be notified once the merger or acquisition is completed, but without information related to sales compensation data, processes, or key contacts.
In both cases, work closely with key stakeholders in legal, sales management, sales operations, IT, Finance and Human Resources to determine what was promised (verbally or in writing) to the salespeople in the organization to be merged or acquired, and begin to determine appropriate next steps.
Strategy Development
Working with key stakeholders, determine the best course of action to preserve the cash flows from the merged or acquired organization while simultaneously reducing the fear, uncertainty, and doubt likely circulating in the sales organization to reduce or eliminate undesired turnover, particularly among the highest performers.
Implementation, Communication and Rollout
Communicate directly with sales management as well as key salespeople (typically top earners and recognized thought leaders) prior to a general rollout of any changes, and certainly the plan going forward for the next 12 months.