Post merger integration workshop: two leadership teams become one
A post merger integration workshop turns two leadership teams into one. In two days you agree what the acquisition or merger is meant to achieve, how the new company works together and who decides what. You leave with a 100-day plan, owners and OKRs – so the synergies leave the business case and show up in daily work.
How the post merger integration workshop works
Four steps that build on each other. First trust in a shared picture, then decisions both sides stand behind.
Listen to both sides
Beforehand we talk to people from both companies: what do they expect, what do they worry about, what must not get lost?
One shared picture
Why does this deal exist, and what should it have achieved in three years? One integration goal everybody can explain.
Clarify how you work
Structure, decision rights and interfaces: who decides what, and where will teams work together from now on?
The 100-day plan
Three to five integration initiatives with owners, milestones and OKRs – plus one clear message for all employees.
Two days in the post merger integration workshop
On day one the leadership team grows together and agrees goal and collaboration; on day two the 100-day plan takes shape. The agenda is a proposal: in the briefing we adapt it to your situation and agree how you will measure success after the workshop.
| DAY 1 | How we work |
|---|---|
| Two stories | Each company shares what it is proud of and what it brings. That builds respect and a feel for the other side’s culture. |
| Why this deal | The CEO explains the investment logic. The team translates it into an integration goal and success criteria. |
| Make synergies visible | Revenue and cost synergies by area: where is the value, and what has to come together to capture it? |
| Collaboration and decision rights | Target picture of the organisation, roles and interfaces. Which decisions are central, which are local? |
| DAY 2 | How we work |
|---|---|
| Develop options | Mixed groups from both companies develop options for each integration area, from customers and systems to teams. |
| Prioritise | Impact, effort and risk per option. Three to five integration initiatives for the first 100 days. |
| Pre-mortem | What could make the integration fail – lost customers, key people leaving, culture clashes? Countermeasures are in place before the start. |
| Agree next steps | Owners, milestones, OKRs and a steering rhythm. Plus one shared message for all employees. |
When the workshop pays off
- The deal is signed, and now two companies need to become one.
- The synergies are in the business case, but nobody owns them yet.
- Both leadership teams are unsure about roles and decisions.
- An investor expects a credible integration and value creation plan.
- The integration has started but lost momentum.
What your leadership team takes away
- One shared integration goal with success criteria both sides can explain.
- A target picture of collaboration: roles, interfaces and decision rights.
- A 100-day plan with three to five initiatives, owners and OKRs.
- One clear message for employees, customers and partners.
- A leadership team that acts as one – from day one.
- For investors: the value creation plan workshop turns the integration into a value creation plan.
Two senior partners: integration and execution in one team
Oliver brings corporate development, efficiency and change experience, Joern designs the process that brings people from both companies into the work. The result is a plan both sides see as their own.
Oliver Pasdzior
Partner · Strategy, growth and transformation · HamburgOliver has spent over 15 years in corporate development and strategy execution, formerly as an executive at major corporations. He leads growth, efficiency and change initiatives with analytical clarity and a pragmatic feel for the people side.
His approach: selected teams from all levels, functions and locations work on the initiatives within a clear framework. That creates better solutions and a strong personal commitment to deliver them.
Joern Steinz (MBA)
Partner · Facilitation, execution and OKRs · founder of OKR Consultants, HamburgJoern has facilitated more than 1.000 workshops since 2014 and has supported companies with OKRs since 2019, in around 60 OKR engagements. Before that, he worked as a consultant at Accenture and in corporate development at XING AG and freenet Group.
He designs the process that brings leadership and teams together, keeps every decision tied to an owner and sets up the OKR rhythm that carries the strategy from quarter to quarter.
Questions about the post merger integration workshop
What is a post merger integration workshop?
A post merger integration workshop is a facilitated session in which the combined leadership team agrees integration goals, how the new organisation works together, decision rights and a 100-day plan. With us it takes two days, framed by conversations with both sides beforehand and guided delivery afterwards.
When is the right time?
Ideally shortly after closing, while energy and uncertainty are both high. It also works months later, when the integration has stalled and the synergies are not showing up.
Does this replace due diligence or legal advice?
No. Your legal, tax and financial advisers cover those questions. We facilitate the leadership team’s work on goals, collaboration and delivery – where integrations succeed or fail in practice.
Who should take part?
The new leadership team with people from both companies, and on request key people from sales, operations, IT and HR. What matters is that both sides have an equal voice.
What happens after the two days?
Owners start right away. On request we facilitate the monthly integration meeting, track the 100-day plan with you and run the first quarterly review.
Where and in which language does it take place?
At a venue of your choice. We are based in Hamburg and come to wherever your team meets, in English or German, including international teams.
Let’s plan your post merger integration workshop
Tell us which companies are coming together and what the deal is meant to achieve. We shape the two days around the decisions your new leadership team has to make. We look forward to hearing from you.
On-site across Europe or online, in English or German · hello@okr-consultants.com · 0049 175 566 4329 · Hamburg · Deutsche Version