Mergers and acquisitions in life sciences

There’s no doubt: mergers and acquisitions are occurring more frequently amongst biotech and pharma companies. Yet, while mergers may be great for your partners and board, they’re often incredibly difficult on your talent. Employees can quickly get lost in the fray on everything from uncertainty about job responsibilities to resentment about new leadership; all of which ¬has a direct impact on your productivity and bottom line. How effectively you integrate your talent can even make or break the merger itself; more than 57% of executives surveyed said incompatible cultures were the principal cause of a failed merger in which they were involved. While there’s no one-size-fits-all solution to integrating talent, there are some best practices that every organization can implement to prioritize talent during a merger. Consider these six powerful strategies:There’s no doubt: mergers and acquisitions are occurring more frequently amongst biotech and pharma companies. Yet, while mergers may be great for your partners and board, they’re often incredibly difficult on your talent. Employees can quickly get lost in the fray on everything from uncertainty about job responsibilities to resentment about new leadership; all of which ¬has a direct impact on your productivity and bottom line. How effectively you integrate your talent can even make or break the merger itself; more than 57% of executives surveyed said incompatible cultures were the principal cause of a failed merger in which they were involved. While there’s no one-size-fits-all solution to integrating talent, there are some best practices that every organization can implement to prioritize talent during a merger. Consider these six powerful strategies: