M&A Integration
Most integrations that miss their targets do so for people reasons: unclear leadership, culture clash, uncertainty and the loss of key talent. We work alongside your integration management office to plan and lead the people side, from pre-close readiness through Day 1 and the first 100 days to a combined organisation that works as one. Programmes are localised for each country, language and employment context.
Outcomes
A people and culture readiness view of both organisations, with integration risks named early
A leadership narrative and Day 1 / first-100-days communication plan
Function-by-function onboarding and training for acquired teams
An aligned way of working and org structure for the combined business
Clear handover so integration owners sustain the change
Experience: Onboarding and training across eight acquisitions for a European fintech (US, EMEA, South America) cut integration timelines by 50% and won Best Practice in Onboarding at the Luxembourg HR Awards. We have also supported divestments and carve-outs.
Planning an acquisition or integration? Talk to us before Day 1.
Our principles
People decide the value of the deal.
The synergies in the model come from people. They stay, they work together, and they serve customers well.
Start before close.
Culture and leadership risks can be seen in due diligence. Waiting until Day 1 costs months.
Name the culture and manage it.
We find out how work actually gets done in both organisations, then agree what to keep, what to change and what to drop.
Say what you know, and when you will know more.
Uncertainty drives good people away. Clear, honest and regular communication keeps them.
Integrate locally.
Every country has its own language, employment rules and expectations. One plan, adapted locally.
Why change management matters
Deals are usually judged on finance and legal terms, but they succeed or fail on people. McKinsey's research finds that lack of cultural fit and friction between the acquirer and the target are the most common reasons integrations fall short on value. When merging organisations get culture right, they are up to 70% more likely to meet or beat revenue targets.
- Up to 70% more likely to meet or surpass revenue targets when merging organisations get culture right. McKinsey, 2025
- 40%+ more likely to meet or surpass cost synergy targets. McKinsey, 2025
How we help
Before close: readiness
People and culture diagnostic of both organisations, key-talent risk, leadership alignment on the integration story, and a people plan built into the integration management office (IMO).
Day 1: confidence
Leadership messages, manager briefing packs, FAQs and a clear "what changes for me" for every group. People know who they report to, what stays the same and where to go with questions.
First 100 days: one organisation
Function-by-function onboarding and training, shared ways of working, an org design for the combined business, and pulse checks to find and fix friction early.
Beyond 100 days: sustain
We embed the new ways of working in management routines and hand over to integration owners, so the change continues after we leave.
What our clients say
"Lyon has lifted expectations of change, using creative and strategic ways of working, that enabled out of the box thinking."