Tackle “hidden” obstacles to the success of a new organisation. Prepare a measurable action plan. Start with people at the coal-face – no top-down complex models!

*Alliances and partnerships are the key to the future. Hardly any organisation has all the expertise and skills it needs. We know that openness and effective communication are essential to success. However, how often do we hear people complain about the lack of detailed and straight talking and explicit sharing of knowledge.

*Attitudes and behaviours are conditioned and often ingrained. It’s one thing to integrate systems and procedures, but how do the people feel about it?

*Unless people get the chance to express their fears and resentments, the merger/alliance will not work effectively. How many times, years after a merger or an ongoing contract, have we heard people saying: “Oh we did it this way when we were ABC company?” Or “that client/contractor didn’t ask us for that?”

*A failing merger or alliance can often be put down to conflict between different systems and ways of doing things. However, more often than not it’s the lack of effective communication (either through ignorance or unwillingness) that’s the real cause. People need to know that their resistance is harming them.

Here’s how the Smoother Mergers and Alliances Workshops operate

• A Strategy Improver’s facilitator meets or telephones the relevant head of the new organisation, alliance or contract group to arrange a date for the senior management workshop and gets permission to write to 10 - 12 selected participants with a pre-workshop exercise.
• The facilitator writes to participants explaining objectives and asks them to send at least seven obstacles that might hinder the effectiveness of the new entity. Confidentiality is assured.
• All suggestions are analysed and grouped into similar categories.
• During the workshop the facilitator assists the management team/s to:
  • a) identify the main obstacles to smoother working and even better performance
  • b) find ways to overcome these obstacles
  • c) prepare a plan with agreed personal tasks, deadlines and measures of success.
• A “wash-up” session is arranged for six to eight weeks after the workshop. This motivates and is an opportunity to review progress and refine actions.
• If necessary this process can be repeated with each of the main departments of subcontractor groups to ensure no stone is left unturned.

RESULT?

More willingness to co-operate and a more proactive approach to overcoming hindrances. People can’t escape seeing others problems and they realise that someone else’s problems soon comes around to be their problem.