Post-Merger Organizational Design Sprint

Context: Dual structures, unclear roles, and dueling forums drag decisions and morale.

Stratenity POV: Define the integrated operating model early and move decisively on overlaps.

Context: Maintaining two ways of working multiplies cost and confusion.

Stratenity POV: Prioritize integration in finance, people operations, technology, and sales within weeks.

Context: Values, decision styles, and incentives must converge or friction persists.

Stratenity POV: Embed culture and decision norms into the design, not as an afterthought.

Context: Without master data and platform consolidation, benefits slip.

Stratenity POV: Make early calls on systems of record and data stewardship, with interim controls.

• Unified leadership team and spans & layers harmonization.
• Role mapping and successor coverage for critical positions.
• Clear decision rights and escalation paths.

• Shared principles for decisions, meetings, and accountability.
• Values alignment with practical behaviors and examples.
• Rituals: monthly business review, weekly delivery review.

• Retention risk heatmap and targeted action plans.
• Compensation band alignment and leveling framework.
• Learning path for managers in the new operating model.

Map end-to-end flows (lead-to-cash, procure-to-pay, hire-to-retire, concept-to-launch). Identify best practice source, remove duplicate steps, and define handoffs.

Unify forums with charters: portfolio review, monthly business review, risk and compliance review, change advisory. Replace parallel meetings; record decisions and owners.

Interim controls during cutover; standard definitions for service levels, incidents, and exceptions; audit-ready logs for critical decisions.

Protect moments that matter during change (onboarding, support, payroll). Add temporary white-glove steps to prevent churn or payroll errors.

Inventory both sides: enterprise resource planning, customer relationship management, human resources systems, data platforms, collaboration tools. Decide systems of record and decommission timeline.

APIs and middleware patterns; event and batch data movement; identity and access consolidation; endpoint hardening.

Access reviews, logging and monitoring, vendor risk assessments, encryption standards, and incident playbooks aligned to the integrated model.

License consolidation, tier-1 vendor alignment, exit clauses, and savings capture with minimal disruption.

Define customer, product, vendor, and employee master. Choose the golden source and reconciliation rules; set ownership and stewardship.

Completeness, accuracy, timeliness rules; lineage mapping for financial and regulatory reporting; exception queues with service levels.

Role-based access, least privilege, consent tracking, and regional data residency constraints. Align to applicable regulations.

Single reporting layer for the board and leaders; harmonized definitions; migration of critical dashboards; freeze dates for financial and performance baselines.

• Confirm synergy targets, guiding principles, and risks.
• Output: charter, RAID, stakeholder map.

• Surface role overlaps and decision bottlenecks.
• Output: heatmap, priority list.

• Compare models and trade-offs across PPTD (people, process, technology, data).
• Output: options deck, guardrails, platform choices.

• Define forums, cadences, metrics, and decision gates.
• Output: pilot org chart, RACI, calendar, dashboard.

• Finalize blueprint, role changes, and messages for all staff.
• Output: 12-month roadmap, comms plan, benefits tracker.

• Executive sponsors and integration leader
• Function heads (finance, people operations, technology, sales, operations)
• Program office and change lead
• Managers with large spans and critical handoffs

• Where are the most painful overlaps and decision delays?
• Which forums create decisions versus status updates?
• What must we protect for customers and employees during cutover?
• Which systems or datasets cause the most confusion or rework?
• What would make people believe the integration is working?

• Cost synergy capture vs target (monthly)
• Revenue synergy lift (cross-sell, win rate)
• Run-rate savings from decommissioned systems

• Decision latency and cycle times (↓)
• Incident and error rates in cutovers (↓)
• On-time milestone delivery (↑)

• Leadership alignment score (≥ 90%)
• Critical talent retention
• Engagement/clarity scores (↑)

• Data quality thresholds met
• Audit findings (↓)
• Reporting accuracy and timeliness

• Leaders: deal thesis, synergy plan, decision norms.
• Managers: role impacts, forums, escalation paths.
• All staff: why, what changes, when, where to get help.
• Customers: service continuity, single point of contact.

• Weekly integration note; monthly town hall.
• FAQ hub; decision and change log.
• Leader toolkits: slides, talking points, timelines.

Embed practical AI where it improves speed, quality, and cost during integration. Keep controls tight and the data foundation clean.

Use approved platforms, follow data privacy rules, log decisions, and assess model risk where automated decisions affect customers or finance.

Recreate the bridge from standalone values to combined value: revenue, cost, and working capital assumptions, with timing and risks.

Translate targets into owned initiatives tied to people, process, technology, and data. Each item has a baseline, target, owner, and date.

Map each initiative to forums, decision gates, and dashboards so leaders can see impact monthly and course-correct early.