PRITCHETT, LP

Culture clash is the #1 problem in mergers and acquisitions — yet leaders keep making the same mistakes. This article from Price Pritchett, Ph.D. breaks down The Dirty Dozen — 12 common culture integration missteps that can derail even the most promising deal. From underfunding to weak communication to lack of backbone, these pitfalls are all too familiar. If you’re navigating M&A or large-scale change, these lessons are a must-read. #cultureintegration #mergersandacquisitions #changemanagement #leadership #organizationalculture #businesstransformation

Beyond the Press Release: What's NOT in this Week's M&A Announcements Corporate M&A announcements rarely mention major risks. Click on the below links to gain insight into the risks specific to several of this week’s M&A deals—and how to mitigate those risks. Announced September 4, 2025   Cadence's Acquisition of Hexagon’s AB's D&E Business https://lnkd.in/gyjhDe9i Announced September 3, 2025 Bird Construction's Acquisition of Fraser River Pile & Dredge https://lnkd.in/g5gibU8y Announced September 2, 2025 Skyward’s Acquisition of Apollo Group Holdings https://lnkd.in/g8NhDMbf Announced September 2, 2025 CentraCom's Acquisition of Gunnison Telephone Company https://lnkd.in/gkyvnX7A For more M&A announcements: https://lnkd.in/gGXUasnB

10 Guidelines for a Successful M&A Integration #1 Guideline: Trust in Speed Being careful during mergers and acquisitions means moving quickly. Speed is your ally. A rapid integration approach that reflects a strong sense of urgency holds far more promise than a strategy based on caution. The mistakes that come from going fast are nothing compared to the problems of going too slow. Just imagine the impact of a 20 to 30 percent drop in the effectiveness of a sales organization when the integration process drags on for six months or so. What if the transition lasts 24 months instead of 6? At the very outset, it is important to set the expectation for moving quickly through the integration process. The parent company should convey an image of urgency, demonstrating that the new regime is action oriented. The “opening moves” should be designed to illustrate the pace the acquirer intends to maintain. Appropriate initial steps communicate that the new organizational framework will not be a do-nothing, life-as-usual setup … Read the rest of the article at:  https://lnkd.in/gk2awwQH   #postmergerintegration #MAintegration #mergerintegration

A merger is no place for on-the-job training. The stakes are too high. Acquirers are gambling unwisely when they take a “learn as you go” approach to their mergers. Consolidating two companies isn’t anything like running the day-to-day business. There’s little in the routine operation of an organization that prepares its people for an M&A integration. Even crusty, battle-scarred, seasoned veterans with years of experience under their belts can be rookies in this situation. It's not enough just to throw your A-Team at the integration if they have to essentially feel their way along. Undoubtedly, they will give it their best effort, but it’s like they are playing a game of organizational Russian roulette. They are relying on good luck, and if they don't get it, the consequences can be grave ... Read the rest of the article at https://lnkd.in/ewBCsUR #postmergerintegration #maintegration #postmergerintegrationtraining #maintegrationtraining

M&A integrations always require you to make sacrifices. It’s a time of tradeoffs. Compromises. Less than perfect solutions. So far as the people issues are concerned, it’s like watching a card game—some win, some lose, some break even. You can care deeply—for everybody—but you can’t keep from damaging some careers.   Deep inside, managers know this is the case. Obviously, everybody can’t come out on top. But when it comes down to deciding how the two work forces will actually be integrated, the people calling the shots usually feel compelled to make a show of fairness. Instinctively, they want to come across as acting equitably, to be seen as even-handed in the way they assign people to the various positions.   This sort of behavior is fully understandable. But as it turns out, it’s not particularly good management. Read the rest of the article: https://lnkd.in/gj9m_FDZ

Nobody in their right mind expects post-merger integration to be a trouble-free process. Simply put, combining organizations is a scratchy drill. There's no such thing as a zero-defects integration.    So, the question is, how can you discern the "normal" problems from the warning signs that signal major risk? Review our checklist and identify any critical distress signals that are surfacing in your organization. See “The Top 10 Distress Signals in M&A Integration”: https://lnkd.in/gbXa46bD   #postmergerintegration #maintegrationproblems #acquisitionintegration #maintegration #postmergerintegrationproblems

Mergers stand as a seismic event. Unlike piece-meal change, they have it all: • Consolidation requires a restructuring of sorts • Redundancies lead to downsizing • Cultures clash • Systems and processes must be reworked and reconciled • Policies and procedures get revamped • The product line can double overnight • The whole power structure gets renegotiated   Mergers shatter the status quo. Soon the entire organization seems off balance. Before long the destabilization begins to eat on people big time, and management worries that the place is going to overdose on change.   In this situation, what do your instincts tell you to do? Read our article to learn what you should do: https://lnkd.in/gxN9ZrYr

The Power of "Opening Moves" First impressions tend to be lasting impressions, and this highlights the importance of opening moves. Your initial actions make a defining statement about the forthcoming integration process and management intent. Up until this point, people will have been carefully listening to what management has said about the deal, but they believe what they see. Talk is cheap…the reality lies in what actually begins to happen before people’s eyes. So how can you seize the moment and use this pivotal opportunity for maximum effect? Follow these seven guidelines and your opening moves will serve as a launch pad for successful integration. To begin with, your opening moves should be born out of strategic calculation—careful deliberation—with deep respect for the broad impact of these first steps. Don’t move on impulse or opt for easy actions that ... Read the entire article: https://lnkd.in/gw8eu5cB