An acquisition gave you two overlapping product orgs

The situation A fintech acquires a smaller startup. Twelve weeks later, customers still hit two account systems and four different support paths. Each choice changes what the organization learns, remembers, and mirrors in the product. Framework in play Merge by value stream, not by title Acquisition design fails when leaders preserve every historical boundary “for stability” and then discover they have stabilized duplication instead. Shortcut to avoid Solve every coordination problem by adding one more approval or one more central team. A better org-design move emerges when the work, attention, and architecture story agree. Use spans to see where management…

Sign up free — one personalized lesson every day, matched to your role and goals.

Already have an account? Sign in