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In order to manage the integration of work streams requires committed and visible leadership and clear communication processes. The most frequent cause for failure in integration is conflicting cultural norms, for example, an acute-care mindset versus health care that is based on a population-based perspective (Hardy et al. 1999; Coburn 2001). Successful integration requires leaders to promote and promote a shared vision across the combined company, while also fostering an environment that promotes it.
The loss of talent is among the biggest risks of integration. Inability to address the culture issue and the inconsistency between new organizational structures as well as management and leadership can cause skilled executives to leave to new opportunities. This loss could be prevented by making sure that the leadership team remains in place throughout the transition and by creating a system for identifying employees who perform well that is based on performance rather than the rank of their position.
Internal newsletters, project-management tools, and interactive platforms can all be used to communicate the progress of integration milestones, while allowing stakeholders the opportunity to offer feedback. Meetings with stakeholders are an excellent way to share information, maintain momentum, and build trust and engage. Regular updates keep employees interested in the process and show how the integration has benefited the results of the business and added shareholder value.