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Post Merger Integration Explain the steps that internal consultants would use in achieving post-merger integration, organizational alignment. Mergers are very complicated as they require integrating different cultures and operations together. In some cases, these marriages can be successful when both firms embrace the same kinds of philosophies and there is a process that is combined by streamlining the two entities. However, if the different organizations are unable to do this, the odds increase of the merger not providing any real benefits.

Once this happens, is the point both firms will be spun off. To avoid these challenges, a series of steps must be utilized throughout the process. The best approach is to focus on using Kotter's 8 Stage Mode. It is concentrating on improving the responsiveness of the organization. The most notable include: establishing a sense of urgency, forming powerful coalitions, developing a vision for transformations, empowering broad based action, implementing short-term win -- win scenarios, building on these shifts and anchoring these improvements as a part of the corporate environment.

These areas will help the company to become more competitive and quickly deal with transformations. It is at this point, the firm can adjust with these changes by creating a plan that will allow them to empower employees and managers. Establishing a sense of urgency is when the firm must let everyone know their importance to the organization and how they can help to improve the customer experience. Forming powerful coalitions involves bringing employees and managers into the process by encouraging them to do more for the firm.

One possible way this can be achieved is to forge alliance with key employees and managers. Developing a vision for change, is when everyone can see how they will benefit from working at the new organization and feel as if they have a future. (Griffin, 2013) ("Kotter's 8 Step Change Model," 2014) Empowering broad based action, means utilizing techniques that will motivate and encourage staff members. This is accomplished through showing them their value to the organization.

Implementing short-term win -- win scenarios requires demonstrating how the company is changing and will become more responsive to everybody. Building off of these shifts requires changing attitudes and hiring people who are willing to do more from the added levels of compensation / benefits. Anchoring these improvements will occur through having everybody agree about the changes and their benefits on both firms. The combination of these factors will ensure that the new entity is capable of understanding and evolving with the challenges it faces.

(Griffin, 2013) ("Kotter's 8 Step Change Model," 2014) The biggest areas of resistance will be the old attitudes that are embraced by employees and managers. This is problematic, as they will see these changes as more of the same from high level executives. To deal with these issues, requires showing the benefits they will receive and how this will help them. Those who refuse to support these transformations will have their hours reduced as a part of an effort to eliminate them from the firm.

At the same time, more people will be brought in, who can embrace the new mindset of the company. If this kind of approach is taken, it will change the thinking of employees and managers. To effectively reach out to everyone three different communications strategies will be utilized in the process. These include: integrating sustainability into their position, showing progress and.