systemdynamische_Organisationsberatung
  • Creating New Corporate Structures Establishing
  • Defining Areas of Responsibility
  • Developing an Organizational Chart Considering a Systemically Relevant Order
  • Creating New Roles, Reassigning Existing Roles
  • Reorganizing Decision-Making Authorities
  • Planning and Streamlining New and Existing Processes
  • Rationalizing the Product Portfolio
  • Creating Synergies Between Matching Departments
  • Merging or Distinguishing Brands
  • Promoting Interface Consideration and Employee Collaboration
  • Integrating Corporate Cultures
  • Goal Setting and Strategy Consideration in the Context of Employee Turnover in the M&A Process

Systemic Dynamic Organizational Consulting for Investors in the M&A Process

Every social system (family, business, etc.) is characterized by an inherent order. This structure is fundamentally important for ensuring smooth cohabitation or cooperation. In a family system, this order is maintained by birth order, while in a business system, it is established through institutional guidelines (e.g., organizational charts, accountability matrices, or organizational diagrams). From this structure, a systemic hierarchy naturally emerges, defining responsibilities and accountabilities.

When implementing mergers and acquisitions (M&A), change management processes, generational transitions, etc., in a company, the existing order—and thus the hierarchy—is sustainably altered. This results in a shift of responsibilities and a reorganization of decision-making powers. Consequently, founders, executives, and shareholders must adjust their long-standing behavior patterns as they no longer hold sole responsibility and decision-making authority. Within the new order, especially concerning employees, an adjustment period is necessary, and it is crucial to support this process within the systemic context.

The investor side is also a focal point; it is essential to adapt the behavior and roles of the respective management level of the target company to ensure future smooth cooperation.

Most serious mistakes occur during preparation and integration. Potential risks of the takeover are not realistically assessed beforehand, goals and strategies remain unclear, or inappropriate candidates are selected. During integration, the inertia of different corporate cultures is underestimated, technical problems related to process integration become unsolvable, individual departments may sabotage the change, and frustration and demotivation increase.

As a result, goals and positive economic effects are not achieved.

We provide systemic support for successfully implementing change processes during the preparation, transaction, and integration phases. Our focus is on the human factor and the necessary reorganization. We develop and examine systemic scenarios in advance to optimally support the reorganization and the M&A process.

We support you through these phases with dynamic organizational consulting and provide systemic coaching and mediation as needed for the involved individuals and groups.

The result of systemic dynamic organizational consulting is faster acceptance and support by employees, as well as a highly functional C-level team that successfully navigates the transition, securing the intended goals, results, and success for all parties involved.