MWA - Merlin Wright Associates

Change. Transition. Adjustment. All states associated with a merger or acquisition. Also, all somewhat emotive and tumultuous, particularly for employees.

Yet, M&As are increasing in occurrence and continue to do so (1). Within the IP field, we have seen recent acquisitions by large firms such as Rouse have significant impacts on individuals and their careers, not just the acquired organisations.

It’s no wonder that M&As can be an ending to one chapter and an opening to another – in the many forms this can take. The process of assimilating your values with a new organisation and enduring the transition can be challenging and somewhat puzzling. As a result, we explore both experiences and research to provide a helpful guide which may provide some clarity and reference during an uncertain time in your career (2).

Having gained confirmation that your role will continue in the new organization and surpassing one significant hurdle, then we suggest implementing the following steps to best assess the new benefits and limitations for your career.

Gather Information

Although details may not be released until post-merger, acting proactively is key. As early as possible, it is a good idea to explore your options and learn all about the new organizational practices and structure.

What is the working policy, remuneration and degree of autonomy? How does the new organization value effort and reward it? Who are your new managers and how will the reporting line work? How has your team been affected? Is your working practice and arrangement affected?

Many of these aspects will be out of your control, but gathering the information ensures you can assimilate the new ways with your values and hopes. Importantly, knowledge can contribute to a feeling of control, which is psychologically beneficial in an uncertain and disruptive time (3).

Communicate

Communication in this situation must go both ways – if not swayed into the hands of the employer. In an ideal situation, employers will communicate openly to share information on the above-mentioned queries. But, you can also ask your manager; enquire whether new targets are realistic and manageable; ensure there is clarity in your new role and explore the impact on your wellbeing.

If there is little communication on these vital topics then red flags begin to emerge regarding the transitional phase and senior management’s implementation methods. It is worth bringing these queries to your employer’s attention when you are gathering information.

Reflect & Plan

This is a time where you have hopefully gained enough information to create a successful platform for reflection, which can lead into plan creation.

1. Reflect on the benefits and limitations of this newly created organization you are currently part of. How do changes align with your values and future hopes?
2. Incorporate how these factors influence your short and long-term career plans. Has the merger opened opportunities for you to have a greater impact on the organisation? How has it affected your key responsibilities and wellbeing?

Perhaps there are elements which have opened doors to a new career path or development that would not have been possible. Conversely, has the merger or acquisition stunted or shifted your future path given recent changes?

It’s important to make an adjusted career plan given the situation you now find yourself in.

Implementation

With knowledge and a plan, you should feel some sense of confidence to navigate the recent merger or acquisition. It may be that you have identified clear issues and need to prioritise your professional development or personal wellbeing by moving on to new pastures. On the other hand, perhaps you have identified a new career path and can seize potential benefits for growth.

Or, it could be that you need a little time to explore how things will unfold for your position. If this is the case, we highly recommend you operate proactively. For example, reconnect with your professional network, accept invitations to discuss new opportunities and stay current in the job market – you never know what will happen.

References:

• https://onlinelibrary.wiley.com/doi/full/10.1111/ijmr.12322
• https://hbr.org/2017/03/surviving-ma
• https://www.researchgate.net/profile/Steven-Appelbaum/publication/235277929_Anatomy_of_a_merger_Behavior_of_organizational_factors_and_processes_throughout_the_pre-_during-_post-stages_part_2/links/0a85e52f1456a37634000000/Anatomy-of-a-merger-Behavior-of-organizational-factors-and-processes-throughout-the-pre-during-post-stages-part-2.pdf –