Map integration with 7-S, not just structure
Diagnose a merger integration issue across the seven interdependent organization elements.
The move: diagnose the alignment system, not only the formal structure. Hard elements Strategy, structure, and systems are usually visible first. They show up in the deal thesis, operating model, approval paths, reporting lines, metrics, and tools. They are easier to document, but they still fail when they contradict each other. Soft elements Shared values, skills, style, and staff often explain why the documented model does not stick. A company that values local autonomy will experience a central approval model differently from a company used to command-and-control. A team can be willing and still lack the skill to run the…
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