You are thinking… !

► My action scope is wide : Job management, Ability management, Career management, Risk management, communication, managers' backup.

► I have a part to play for the new entity to create its own business culture.

► I have to face powerful trade unions which might be a brake to the process and give rise to doubts among teams.

► My Managing Director cannot notice  or do everything, my job is to provide backup.

► I will listen to the employees during this  period of uncertainty and my duty is to avoid staff losses.

► The intercultural factor and human aspect should be taken into account.

►  It is up to me to lead my Management to be sensitive to the critical  points and to realize the impacts of a merger on staff.

You are asking to yourself….  ?

► Who will be the pilot of the operation ? Who will be part of the pilot committee on both sides of the merger ? 

► How to encourage all staff to remain with the business ? Is it enough to only get managers' agreement ? 

► How many additional resources will be given to me to lead all the new tasks ? 

► How to reassure  teams ? 

► Among managers, who feels at ease with intercultural relations ? How to deal with it ? What should I start with ?

► How to keep on board  the staff with key abilities ? How to measure risks  ?   

► Which communication policy should be set up ? Externally, internally ? 

► And if I cannot manage  it all , what can I do and how ?