Ran Holman
Managing Principal, Cushman & Wakefield
“In my experience, the key to integrating organizations is finding common denominators that speak to shared character and fundamental values. Leaders should seek to unite people and create something that’s more than a workplace. Relationships have to grow organically, not under pressure. If everyone embraces the journey and recognizes that they are better together, then the differences in ethos and culture can yield, and the best elements of each organization live on. I have seen this firsthand at Cushman & Wakefield, which merged with DTZ. Both had rich cultures; we have kept the best of each, and our ethos is united as one.”
Bob Pryor
CEO, NTT Data Services
“Start by defining and articulating your shared vision, culture, values, and priorities; getting those right guides everything else. Success depends on moving with speed and decisiveness, including announcing and empowering the new leadership teams early to help develop and implement changes. IT is the single biggest enabler and dependency across all integration workstreams. Agreeing upon and communicating the vision and roadmap for technology is a critical first step. Leading people through these types of changes requires clear, consistent, and regular communications about impacts, expectations, and benefits.”
Malcolm Holland
Chairman, President, CEO, Veritex Community Bank
“A merger has a lot of moving parts, and it’s your job to be objective. Begin by defining your company culture; put your mission statement out to employees and customers and let them know that you live by those words. Observe, listen, and overcommunicate. Constant communication about planned changes, improvements, and the purpose of each is key to forming trust during transition. Finally, be present for your employees and customers. Form teams that can execute while you spend time meeting with them. You’ll never regret taking the time to have in-person conversations.”
