And it didn’t have to be this way.
Bob was a mid-level manager with a close-knit team. He enjoyed his work, had a voice, was a trusted team member – then his company went through an acquisition, and for 12 months, that’s all anyone talked about. Until they didn’t talk about it at all.
18 months later, Bob left. Not because he wasn’t good at his job, or because the acquisition was a bad business move… He left because nobody bothered to bring him along for the ride.
The numbers don’t lie
70% of mergers fail to meet their objectives because of communication breakdowns. Not strategy. Not financials. Communication.
Yet only 54% of executives have a formal communication plan during M&A. It’s the business equivalent of building a house without blueprints and hoping the roof doesn’t cave in.
The acquisition might be brilliant for the business, but inside the organisation a different conversation is playing out.
“What does this mean for my job?”
“What happens to my team?”
“Where does this leave my future?”
What often gets missed is what employees actually need in that moment. They want fast, honest communication that explains how the change affects them, and they want real dialogue rather than another cascaded email.
There’s a better way
A way that begins before the announcement and stays in motion long after the press release fades, giving people clarity from Day One and a sense of where they fit as the change unfolds.
We know because we’ve lived it, shaping internal communications for major UK businesses and leading our own merger with DRPGroup. We’ve seen how quickly uncertainty creeps in, and we know that when communication slips, people walk.
Don’t let Bob be sad. We’ve built the blueprint.
Watch here
