Leadership Decisions After Restructuring, Transformation and Post-Merger Integration: A Guide for CEOs and CHROs

McKinsey on why CEOs should define the top two levels of the combined organization first, and how to handle top-team selection when executives are jockeying for position.

McKinsey on preparing three leadership cohorts, from the top team to the top 100-250 leaders, to lead the newly combined company after close.

McKinsey on setting cultural direction early and why an aligned top team that role-models new behaviors decides whether integration sticks.

Stanford GSB professor Amir Goldberg on cultural mismatch as the leading cause of M&A failure, and how data now shows whether two cultures are actually integrating.

Stanford GSB masterclass on handling workforce reductions, phasing cuts, and protecting the people who stay after a restructuring.

McKinsey on what separates effective transformation leads: full integration into the executive team, balanced accountability, and role-modeling the change.

Harvard Law School Forum on how CHROs now shape transformation, leadership and restructuring decisions alongside the CEO and CFO at board level.

Strategy& (PwC) on why CHROs are now asked to co-lead turnarounds and how to explain restructuring decisions to those who leave and those who stay.

Carly Vivian is a Stanford GSB Sloan Fellow with 30 years advising Fortune 50 C-suites through mergers, transformations and leadership transitions. She advises CEOs, CHROs, transformation leads and PE operating partners on the senior leadership decisions that follow restructuring, transformation, post-merger integration and leadership change.

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