People
- Overlapping roles and unclear decision authority
- Informal influence networks and key-person dependencies
- Cultural operating norms on each side
Who knows what?
Merger & Acquisition
The deal closed. The integration has not.
The problem.
Eight months after close, the org chart shows one company and operations show two: duplicate processes, competing management layers, separate systems, synergies that exist on a spreadsheet and nowhere else. Integration gets designed from org charts and assumptions, because no one has a reliable model of how either organization works at the workflow level.
What OWI does.
OWI builds a map of how each entity actually operates: real workflows, system dependencies, and cultural operating norms. We map where the two are compatible, where they conflict, and where the highest-value synergies actually live, so integration follows operational reality instead of a deal thesis.
What the model captures.
Process
- Equivalent processes performed differently
- Integration points that will create friction
- Workflows that depend on unshared institutional knowledge
Where is context lost?
Systems
- Overlapping tools serving the same function
- Integration gaps between platforms
- Data ownership conflicts
What overlaps?
What you get.
A ranked, prioritized set of the integration risks leadership must resolve to merge the two entities without operational disruption.
See your organization's map.
We'll show you how the map is built, how anonymity is protected by design, and how it supports the decision in front of you.