In big projects, the pressure begins to set the time and effort before the project begins. The problem of putting these measures in the first place is that you do not have enough information to do that. In a merger, you usually do not get an opportunity to analyze financial or market information databases or get a good view of customer data or corporate culture before signing the contract.
If you set success criteria and milestones for the entire project with this gap in information, you are planning a failure. The trick is to set short-term goals, goals that will take you to the next step and then set new goals.
I've worked on four successful merger mergers and each time we developed performance criteria. We did this because integration and success of integration is complex and we found the more stringent we tried to control, the less the results were achieved.
At the start of the project, you do not have enough technical compatibility information to develop success criteria. I've found it a lot more useful to start with guidelines and develop success criteria where knowledge grows. In each project we get faster, innovations and better.
People's integration is much easier to organize than technical integration, but it's much harder to succeed. The main components involved in human adaptation include communication, training, communication, training and transparency – and communication.
Trying to achieve smooth transition is the wrong goal. If you acknowledge that it will be challenging and difficult times, it builds a perspective. The hard times will be difficult, but nobody recommends against false promises for easy transition.
Leading principles can be as simple as: – minimize customer disturbance, maximize employee involvement, transparent communication.
This means that you start setting success criteria when you know enough to put realistic ones. Your guidelines allow the team to make decisions and recommendations in the right direction that will guide you towards a place where you can set better goals.
As an example, our benchmark for bank account data was key.
By setting the transition date based on small information at the start of the project, to succeed, we needed
- make changes to the date of the date
- reorganize training,
- restructure information for staff and members
- work the team long hard time and
- lose key participants before we were ready
By using instructions and setting a transition date based on banking analysis
When you e To start the next task, the nsider approach sets goals based on what you know, rather than what you need to know. It will take a solid and strong relationship with all the team members, but in the end you have much more chance of success.