"You have to have a positive idea about change. Part of that positivity is being able to select the best tools and practices from the diversity that’s merging together.” –Sukanya Krishnamurthi, Activision, Blizzard King (Acquired by Microsoft for $75 billion)
We spoke with Jen Farrar and Sukanya Krishnamurthi from Microsoft's Cybersecurity teams about what it's like to manage projects when the teams doing the work keep changing through mergers and acquisitions. They both bring a wealth of knowledge. Jen has extensive history in project management roles across procurement, sales transformation, and cybersecurity where she’s honed her ability to navigate organizational changes. And both Jen and Sukanya work at Activision Blizzard King (ABK), a company that first acquired Blizzard in 2008 and later King in 2016, and then underwent a high-profile acquisition by Microsoft. This landscape has provided them firsthand insights into blending teams, processes, and cultures during large-scale transitions and offers valuable lessons for project managers tackling similar challenges.
Mergers and acquisitions (M&A) bring both exciting opportunities and complex challenges, particularly when it comes to managing project teams. Combining teams from different organizational cultures, workflows, and tools can be a daunting task for project managers (PMs). Success requires thoughtful planning, clear communication, and a flexible approach to integration. Here’s how PMs can effectively manage project teams during M&A to ensure a smooth transition and achieve organizational goals.
1. Start with the People: Building Trust and Relationships
During an M&A, team members may experience uncertainty and resistance to change. PMs must prioritize the human element of integration:
Open Communication: Hold transparent discussions about the M&A process, explaining its goals, potential impacts, and timelines. Address concerns and answer questions to reduce anxiety.
Team Introductions: Organize introductions, team-building activities, or workshops to help members from different teams get to know one another.
Understand Strengths and Weaknesses: Use tools like DISC assessments or SWOT analysis to identify individual and team strengths, gaps, and opportunities for collaboration.
Building trust early fosters a shared sense of purpose and encourages team members to work together toward common objectives.
2. Evaluate and Align Processes
Each organization in an M&A brings its own set of workflows, methodologies, and tools. PMs need to evaluate existing processes to identify redundancies, gaps, and areas for alignment:
Process Mapping: Document current workflows from both teams to identify overlaps and potential integration points.
Select Best Practices: Adopt the most effective processes from each organization to create a unified, optimized workflow.
Streamline Tools and Systems: Standardize project management tools, collaboration platforms, and communication channels to reduce confusion and improve efficiency.
By aligning processes, PMs create clarity, eliminate unnecessary steps, and empower teams to focus on shared goals.
3. Manage Change with Flexibility
M&As are dynamic, and unforeseen challenges often arise. PMs need to embrace flexibility and apply strong change management practices:
Create a Change Management Plan: Establish clear steps for handling process changes, organizational updates, and team integration.
Leverage a Centralized Platform: Tools like Project Insight can centralize change requests, monitor progress, and streamline approvals, ensuring all stakeholders remain informed.
Iterate and Adapt: Encourage an agile mindset among teams, allowing adjustments to plans as needed. Regularly evaluate integration progress and make data-driven improvements.
A structured but adaptable approach ensures that integration efforts remain on track while minimizing disruption.
“Flying the plane while rebuilding it” perfectly describes the challenge of managing mergers. It’s all about bringing cultures and processes together while staying operational.” –Jen Farrar, Microsoft Gaming Security PMO
4. Focus on Cultural Integration
Organizational culture can be one of the most significant hurdles during an M&A. Differences in values, communication styles, and work habits can create friction unless proactively addressed:
Identify Cultural Differences: Acknowledge and respect the cultural identities of both organizations.
Create a Shared Vision: Align team members around a common mission, values, and purpose to unify the combined workforce.
Lead by Example: PMs and leadership should model desired behaviors and demonstrate a collaborative mindset.
Cultural integration takes time, but focusing on shared goals helps teams bridge gaps and build a new, cohesive identity.
5. Monitor Progress and Celebrate Wins
Bringing teams together is an ongoing process that requires regular evaluation and encouragement. PMs can keep teams motivated and aligned by:
Defining Success Metrics: Establish clear, measurable goals for team integration and project success.
Tracking Progress: Use project management tools to monitor timelines, milestones, and outcomes.
Recognizing Achievements: Celebrate small wins and milestones to build morale and reinforce a positive team culture.
Acknowledging progress helps teams stay engaged and energized throughout the transition.
“Companies that focus on the people and guide them step by step through the transition fare better than those that impose a new process with no context.” –Sukanya Krishnamurthi, ABK
Conclusion
Managing project teams during mergers and acquisitions is both a challenge and an opportunity for project managers. By focusing on people, aligning processes, embracing change, and fostering cultural integration, PMs can lead their teams through transitions with confidence and clarity. Tools like Project Insight provide the visibility and control needed to navigate the complexities of M&A, empowering teams to collaborate effectively and achieve success.
Mergers may bring change, but with thoughtful leadership and strong strategies, project managers can transform uncertainty into opportunity—and build stronger, unified teams in the process.