Our company is in the midst of acquiring a market peer. Once the deal goes through, I will be tasked with integrating both workforces. What are the key factors for thinking through that process?

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Merging the workforces of two companies, particularly those that are direct competitors, can be one of the most challenging tasks a leader will face.We at A.T. Kearney are unique in our emphasis on people as a top priority in a merger. We believe that a demonstrated respect for people—and a true understanding of their value—from the very beginning of a deal is crucial for success. From that value and respect, leaders must invest the time to understand the people and how tasks are actually accomplished, beyond what the organizational chart says.A successful integration will begin long before the deal closes, with much of the planning happening in the months prior to Day 1. From our experience, several key factors influence the success of an integration. Our approach starts with:Launch Retention Strategies—do so early to maintain key talentCreate a Cultural and Organizational Integration Plan—map cultural differences between the two companies and develop the future organizational structure and operating modelsCommunicate Early and Often—define and share a communication, change management, and rollout approach that ensures understanding, adoption, and engagement from team membersPlan beyond Day 1—determine key organizational decisions that will be required by management and the functions to support (e.g., IT) even if these decisions may be 1+ years out.Appropriate Support—support the integration process with leading tools and methods applied across the journey For more information on A.T. Kearney’s merger integration capabilities, please visit our website here and to learn about A.T. Kearney’s NEXT technology, a key tool for aiding merger integrations, please visit here.