It’s easy to focus only on the technology planning of a merger or acquisition. But forgetting about staffing implications can be fatal. “From a conceptual level, you should start thinking about who the key players are who’d need to be involved in the merger integration process,” says Harold Schroeder, president of management consultancy Schroeder & Schroeder.
And considering that the integration often becomes a near-full-time occupation, who will take over for those staffers’ operational roles?
Schneider also suggests lining up your thoughts on your top-level executive team. “There will be some juggling for positions between the two companies, so you want to get all your ducks lined up,” he advises. “Who is the key talent, and what do they bring to the table, not only on an ongoing basis but during the transition?”
Read more at Computerworld.com