M&A Integrations While Delivering a Bold Commercial Vision
The M&A Reality Everyone Feels But No Talks About
Behind every merger and acquisition are people navigating new realities, teams realigning who they are, leaders carrying the weight of two completely different organizations, and cultures learning how to thrive together. Most conversations focus on monetary value, tech integrations, and commercial targets but the real pressure point isn’t the numbers. It’s the quiet moments when every employee asks, ‘Do I still belong here?
The real work begins in the space between the deal closing and the day-to-day reality employees experience. M&A is about more than combining two organizations, it’s also about creating a culture of people who want to be a part of its future. We see this show up often in MedTech integrations as well. During the Siemens Healthineers’ acquisition of Varian in 2021, both organizations came in with strong capabilities but very different governance structures, technology platforms, and review processes. Once their systems were aligned and there were clear decisions, teams had a better sense of how the combined organization would work, and the integration moved forward with more stability and confidence.⁷
This is a great example that the vision will only become real when people can see themselves inside of it.
Day One: What the Playbook Doesn’t Tell You
Usually, the focus of M&A feels primarily technical, blending systems and processes to hit new targets. But the most meaningful work is in the spaces that people don’t see: the intangible spaces where there is uncertainty and the identity of the company starts to shift. These moments also hold the biggest opportunities but are usually overlooked by leaders. When the integration is done thoughtfully with people in mind, organizations are more efficient and function with more clarity, unity, and momentum. McKinsey’s latest M&A research shows that companies that invest early in cultural integration are 2.5 times more likely to meet or exceed their synergy commitments, a reminder that culture is not a soft variable but a strategic multiplier.⁶
At BizLove, one of the greatest lessons we’ve learned is that companies need more than just integration partners; they need a team that is calm in the chaos. Teams that help bridge the gap and hold the center, while everything else around them is moving. When organizations feel fully supported, they spend less time in fear of the unknown and more time focusing on what matters the most: their people.
Imagine an integration where the operating model is clear, the narrative is grounded, and your people understand not only what the new vision is, but why it matters. This is where commercial vision becomes commercial velocity.
When Integrations Go Downhill
Integrations fail way before the numbers start to show it. Most teams don’t struggle because the strategic vision is wrong but because the day-to-day connection never fully formed. Studies show that up to 70% of integrations that miss their targets point to people-related issues like unclear communication, cultural friction, or inconsistent leadership direction as the root cause of the breakdown.¹ When teams don’t have shared clarity, they fill the gaps with assumptions and their priorities shift outside of the partnership. Over time, this is where organizations fall out of sync and the commercial vision that once felt exciting becomes harder to execute.
Let’s take Microsoft’s acquisition of Nokia for example. Microsoft promised to create a mobile powerhouse to compete against Apple and Android. Instead, there was misalignment with their operations, unclear decisions, and a rushed assimilation approach created confusion.¹ People at Nokia weren’t sure where they fit anymore, and teams at Microsoft didn’t have a clear sense of how to move forward together. Without that shared understanding, talent left, momentum started to slow down, and the $7.6B deal became a reminder of what happens when there is no clear alignment in the vision.
Another integration challenge that played out differently was the AOL and Time Warner merger. Leaders had an ambitious vision, but they never fully accounted for the cultural, strategic, and operational differences between two organizations. One organization moved too quickly and embraced disruption but the other relied on structure, stability, and governance. Without alignment on decision-making strategies or culture, teams fell into silos and there were duplicate priorities.
Both of these examples show that the bold vision wasn’t the issue. The real challenge was the lack of communication, clarity and direction needed to feel confident in the transition. There are a few noticeable patterns that continue to show up and highlight why the technical process alone is never enough for long-term success:
- Underestimating cultural workload:
- Frequent shifts and changes create emotional strain for employees, making it harder to feel grounded or confident in what’s ahead
- Unity is threatened when employees feel change is happening to them instead of with them
- Operational Shifts:
- When teams wake up wondering if their roles are secure, it becomes difficult to stay focused or fully engaged in the work
- Last minute requests and constant fire drills add stress and make the workday feel unpredictable
- Lack of Clarity:
- Communication that is inaccurate or inconsistent makes people question whether information is reliable
- A lack of shared understanding creates space for assumptions, worry, and uncertainty
- Intentional Leadership Gap:
- Rapid changes in hierarchy or decision-making make people feel like their voice no longer matters
- Without intentional communication and presence, people start to feel unsure about who to rely on for direction
These issues happen when the human side of integration doesn’t receive the attention it needs. But integrations don’t only teach us what can go wrong, they also show us what works when leaders get it right.
Integration Success: The Moment Culture and Commercial Actually Shake Hands
The earlier examples show where integrations lose momentum and result in a failed M&A, but successful integrations highlight the best parts in a more thoughtful and trustworthy way.
Disney’s acquisition of Pixar was a major entertainment deal that paired two powerhouse creative studios together and is constantly cited as a model for culturally sensitive integrations.³ Disney didn’t assume that scaling would guarantee success but instead, leaders made intentional choices to protect Pixar’s creative identity, honored working rituals, and gave teams the autonomy they relied on to do their best work. These choices created stability during change and protected the culture behind Pixar’s commercial success. Research backs this up: organizations with strong cultural alignment are up to 5 times more likely to deliver above-average post-merger performance.⁷
Another great example is Roche’s acquisition of Genentech. This was one of the most significant biotech deals of its time which offers a different but equally meaningful lesson.⁴ Instead of restricting the scientific independence of Genentech, Roche saw this as a strength. They aligned on decisions and operating models early and respected how each side worked. They also protected the research culture Genentech was known for. That balance gave the combined organization the stability and clarity it needed to keep the commercial momentum strong.
Both examples show obvious truths that stand out: clarity, culture, and communication. These key success factors were never extra considerations or afterthoughts, they were built into the overall strategic vision from the start.
The BizLove Approach: How We Bring Calm to the Chaos
At BizLove, we’ve learned that successful integrations require strong process and intentional leadership through change. The companies that move through integrations with clarity and momentum are the ones that design for humans first, build trust early, and create environments where people feel seen, included, and part of what’s being built.
Every situation is different and there is no right way or wrong to through an integration, but we consistently see a set of practices that help organizations stay focused, connected, purposeful, and aligned as they move forward together.
- Clarity While Leading with Purpose: People move through change more easily when they understand why it matters and what it means for them. Helping leaders communicate clarity to build trust ensures there are limited hierarchy issues to ground people in the purpose behind the change.
- Design for People, Not Only for Scale: Designing for people means making sure the foundation actually serves the full business instead of expecting people to stretch to fit the structure. We believe teams are more willing to adapt when the vision honors their reality, not the abstract version of it.
- Strengthen Shared Foundations Across Systems and Teams: A successful integration always starts with shared foundations and aligning tools, workflows, and key processes to help everyone move in the same direction. We believe pairing integration teams from both organizations creates consistency, closes gaps early, and makes sure nothing gets lost as the work comes together.
- Establish Clear Governance and Decision Pathways: Integrations work best when people know exactly how decisions are made and what the new approval process looks like. When teams understand who to go to, what changed, and how to move things forward, it eases a lot of stress. We partner with leaders to bring real clarity to this process so teams can act with confidence, keep their momentum, and feel supported as the organization steps into its next stage.
So What Does Your M&A Future Hold?
When organizations honor the human side of the integration and commercial vision with the same discipline they bring to process and systems, everything flows with more clarity and connection. When people understand why the changes matter and feel apart of the future being built, they carry the commercial vision forward with confidence. If leaders commit to establishing strong infrastructure and governance, leading with purpose, supporting retention, and embedding equity, the commercial vision doesn’t just survive integration, it strengthens because of it.
References
- “Why Integration Matters More Than Ever.” McKinsey M&A Insights (2023–2024). https://www.mckinsey.com/capabilities/mergers-and-acquisitions/our-insights
- “The Role of Culture in Post-Merger Performance.” MIT Sloan Management Review.https://sloanreview.mit.edu/article/the-role-of-culture-in-post-merger-performance/
- “The psychology of M&A deals: Four mindsets to avoid.” Warwick Business School.https://www.wbs.ac.uk/news/the-psychology-of-m-a-deals-four-mindsets-to-avoid/
- “The effectiveness of change management strategies in post-merger integration: a case study.” University of KwaZulu-Natal. https://ukzn-dspace.ukzn.ac.za/bitstreams/f01c9ce2-ef5d-4081-a565-d35e9455b1c9/download
- Bonchek, M. (2020). “How a company's strategic narrative should be like a North Star.” World Economic Forum.https://www.weforum.org/stories/2020/12/how-a-company-s-strategic-narrative-should-be-like-a-north-star/
- Mercer. “Rethinking human capital: The untapped driver of M&A revenue.”https://www.mercer.com/insights/people-strategy/mergers-and-acquisitions/rethinking-humancapital-the-untapped-driver-of-m-and-a-revenue/
- Siemens Healthineers AG. (2021). “Siemens Healthineers completes acquisition of Varian, strengthening its position as a leader in healthcare technology.” Siemens Healthineers Press Release. https://www.siemens-healthineers.com/press-releases/complete-acquisition-of-varian
