Communication

SITUATION

Four large US telephone providers merged to create a national wireless service. With a combined workforce of more than 30,000, the new company needed a communication platform to integrate its four business units. To quell the rumor mill and sustain productivity, it was important to keep employees abreast of breaking news about integration plans, customer and staffing issues, partner companies, public news releases, and changes to organization design and HR programs.

SOLUTION

This problem can be solved by building trust and acceptance, and keeps employees focused on the important work at hand. It can mitigate damage caused by the rumor mill and relieve anxiety.

In the past, corporate communications dealt mainly with creating carefully worded and packaged messages that were sent out to employees. Now, leading companies are emphasizing dialogue, face-to-face meetings, and listening, in addition to more traditional methods. (Fulmer, William E. 2000.)

Generally, it pays to begin by offering at least the employees of the acquired company, who are more likely to feel anxious about the imminent change, a chance to air their concerns. These initial meetings also give them the chance to become acquainted with the organization that is going to have such a determining effect on their future.

A successful merger is a competition against time. No athlete starts to prepare for a competition at the starting signal. The detailed search for synergies and cash-flow analysis, and the development of a financial plan, an implementation plan and a communication plan must be ready before the merger. However, the time and resources required are often underestimated. This is where external resources can add value.

Of course,