A series of acquisitions

The small and medium-sized business segment of a large national business acquired a series of 5 much smaller businesses over 18 months as critical element in their new business strategy
Need to maintaining key talent and keep the level of engagement high
Need to ensure “integration” of acquired businesses and their customers into the family while maintaining and building on the entrepreneurial customer focus of the acquired businesses

Cultural differences (entrepreneurial, action-oriented versus big, slow and complex)
Scale (small, sometimes very small)
Communication channels, tools and practices that are not aligned

Designed and supported the implementation of a fully integrated practical plan for all stakeholder communications – now to close, at/around the close, at the launch, 60/100 days out
To extent possible made sure leadership (both sides of the deal) all knew what the acquisition would mean to them personally at, or prior, to the close
Provided leadership (both sides of the deal) prior to or at and through the close with detailed supporting materials including: end state and timing, communication timeline, key milestones, details of the planned communications for all stakeholders over the first three days, business objectives, business milestones, two companies at a glance, legal structure presentation, post-integration organization chart, rules of engagement, key contact list, executive bios, facts about benefits, key messages, draft letters to employees, welcome kit for employees of the acquired company, employee presentations [both organizations], customer letters and scripts, partner letters, questions and answers
Meetings with employees [both sided of the deal] as a group and individually to present the deal and its implications for them and their colleagues and answer as many of their questions as possible and tell them plans to get the answers to question that can’t be answered at the time
Meetings with customers and partners as appropriate
Surveyed employees right after the announcement and then 60/100 days out

Financial results the same or better than planned
All key customers retained
No key talent left during the transition
Level of senior management and employee engagement was consistently high. For example:

At the announcement

79% felt they mostly understood or completely understood the value of the transaction to employees
65% felt they mostly understood or completely understood the value of the transaction to customers
100% knew who they could speak to about their concerns or questions

At 60 days

99% felt the integration plans were somewhat or definitely clear and understandable
100% felt the objectives were somewhat or definitely achievable

At 120 days