Q > Is it possible in advance of an integration or organisation change, to tell if the integration or change will be possible, successful and what actions will be required ? If so How ?
A > I would be more concerned about the long-term value, rather than focusing on justifying the Integration Success Criteria. Success of an integrated unit is directly proportional to the merger of two cultures to create high-performance new team. “Team” is the operative word here. Leaders fail to realize that integration of people who represent completely different cultures due to different sets of beliefs and corporate stories/ DNA is not a short-term task.
Corporate Story creation is a very important first step i.e. how does the CEO see new company after N years; how would the CEO transform new company to desired state within N – 1st statement signifies Vision, and 2nd statement refers to the identification steps to achieve targets. Two things are very important here: 1) Defining N, which will represent the pace at which integration or transformation should take place 2) Continuously telling the corporate story to all the stakeholders – Remember, it is an integration of cultures, so continuous communication to every level of the organization will not leave any scope for doubts that could be detrimental (under communication vacuum, people generally discuss worst case scenarios).
Having said all of the above, it is important to define success criterion and measurement technique; remember, measurement needs to take place continuously during the integration process, and not just at the end of defined period.