The First 100 Days

The first 100 days after a company acquisition are considered a critical period during which important foundations for future success are laid. In this phase, impressions and expectations are formed that are difficult to correct later on. The key to success lies in a balanced mix of analysis, strategic planning, and targeted actions. As the new owner, you face the challenge of gaining a deep understanding of the acquired company, building trust, and simultaneously initiating necessary changes. This balance requires a thoughtful approach and clear prioritization. The first weeks shape not only employees’ perceptions but also significantly influence relationships with customers, suppliers, and other key stakeholders. Experienced acquirers know that this phase sets the groundwork for successful integration and the company’s future development.

100-Day Plan

A structured 100-day plan forms the foundation for a successful start. Ideally, this should be prepared before closing and include both short-term actions and medium-term goals. Begin with a comprehensive inventory: get to know the company, its employees, products, customers, and processes thoroughly. Take time for personal conversations with key individuals and visit various locations or departments. This direct communication not only provides valuable insights but also demonstrates your appreciation and interest. Particularly important is the identification of "quick wins"—improvements that can be implemented rapidly, sending positive signals and creating momentum for larger changes. At the same time, critical challenges should be identified and prioritized. Establishing an integration office can help maintain oversight and coordinate the various activities. This team, composed of experienced employees from both companies, acts as a central point of contact and ensures that all important aspects are addressed.

Communication

Communication plays a decisive role in the first 100 days. A clear, open, and consistent communication strategy builds trust and reduces uncertainty. It is important not only to inform but also to listen. Inform employees early about your vision and planned next steps, but avoid premature promises or announcements of far-reaching changes whose implementation has not yet been fully considered. Based on the inventory and initial conversations, you can convey clear expectations to existing leadership and jointly define short-term goals. For internal communication, use various channels—from staff meetings and regular updates to personal conversations. Likewise, external communication with customers, suppliers, and business partners should not be neglected. Proactive information to key stakeholders can prevent uncertainties and ensure continuity of business relationships.

Employee Leadership

Employee leadership requires particular sensitivity during this phase. The successful integration of employees is crucial for the success of the acquisition. One of the first priorities should be identifying and retaining key personnel. These employees possess valuable knowledge, important customer relationships, or special skills and are essential for smooth operations. Individual conversations and, if necessary, targeted incentives can help retain them long-term. At the same time, leadership positions should be critically evaluated and, if needed, refilled. These decisions should be well-considered but not unnecessarily delayed. Special attention should be given to the management of resistance that naturally arises during change processes. Take employees’ concerns seriously, engage in dialogue, and involve them in shaping the changes. A participative leadership style fosters acceptance and leverages the valuable insider knowledge of the workforce.

Culture

Building a shared corporate culture is one of the greatest challenges in the post-acquisition phase. Start with an honest assessment: analyze the existing culture of the acquired company and identify similarities and differences compared to your own values and ways of working. When defining the future culture, consider the strengths of both sides and develop a clear vision that provides orientation and fosters identification. Joint workshops, team-building activities, and employee exchanges between different locations can help break down barriers and develop a shared understanding. As the new owner, your actions and decisions will be closely observed and set the tone for future collaboration. Use this "symbolic power" by demonstrating your values and priorities through concrete actions. Conflict management between old and new should be approached proactively rather than reactively. Create spaces for open exchange and promote mutual understanding between existing and new team members.

Strategy

Operational stabilization and strategic direction-setting are the final key elements of the 100-day phase. First, it is essential to secure ongoing business operations and address critical risks. As the new owner, you should gain deep insights into the financial situation, customer relationships, supply chains, and operational processes. At the same time, it is important to initiate first strategic impulses and lay the foundation for future development. Based on the insights gained, you can critically review the existing business plan and adjust it if necessary. The identification and planning of strategic initiatives—whether to increase efficiency, promote growth, or diversify—should also begin within the first 100 days. It is advisable to focus on a few significant priorities rather than initiating too many changes simultaneously. Leveraging succession as a driver of innovation can be particularly valuable: as the new owner, you bring a fresh perspective to the company and can break up entrenched structures and mindsets. By the end of the 100-day phase, you should have developed a detailed integration plan for the company’s further development, based on thorough analysis and supported by key stakeholders.