01
We turn the new chart into how the company actually runs
Ownership, decision rights and management routines are reset explicitly. Until the decisions move, the structure has not changed.
Who We Help
Companies after restructuring or acquisition
A structure can be announced in a morning. The way the company actually runs takes considerably longer to change, and it does not change on its own.
The problem
After a restructuring or an acquisition, the organisation usually has a new chart, a new leadership team and two sets of habits. People keep using the escalation paths they trust, managers apply the practices they brought with them, and the difference between the two systems shows up first in performance and pay decisions, where it is most visible and most damaging.
- 01The new reporting lines are formal and the real ones are unchanged.
- 02Two performance systems, two sets of levels and two pay logics coexist.
- 03Managers inherited teams without a conversation about what changed.
- 04Integration is tracked by milestones completed rather than by decisions moved.
- 05Retention risk is concentrated in people nobody has explicitly spoken to.
How it works
How we approach it
02
We bring the two management systems together
Performance, levels and pay rules are brought onto one framework on a defined timetable, with the transitional rules written down rather than improvised.
03
We hold the conversations that got skipped
Every affected manager runs a structured conversation about scope, decisions and expectations. Most integration failures trace back to conversations nobody scheduled.
What changes
One organisation operating one way, with the transition visible in decisions rather than only in the announcement.
- A single performance and levelling framework across the combined organisation
- Decision rights reset and understood by the people holding them
- Managers equipped for the conversations the change requires
- Integration measured by adoption rather than by milestones
Your company has changed. Has your organisation caught up?
The People Diagnostic establishes where the organisation is constrained, and what to fix first.