After M&A, Kill Tool Sprawl First

Post-merger, everyone is working harder and getting less done. I’ve lived this. Overlapping ERPs, CRMs, chat tools, and shadow spreadsheets eat up time and energy. The real work becomes finding the work instead of doing it.

1) Inventory and consolidate. Start by listing every system people touch weekly, from customer tools to project trackers. Then cut. Pick one system of record for customer, finance, and work management. Assign an owner to each, publish a deprecation date for the rest, and follow through. Turning off the noise is what actually creates clarity. Context switching can eat up multiple workweeks per year, so removing just a few redundant tools pays back fast.

2) Rebuild the cadence. After a merger, new leaders and new priorities make old rhythms obsolete. Reset the weekly executive meeting, monthly business reviews, and cross-functional standups. Define the purpose, inputs, and outputs of each. A decision meeting should make decisions. A business review should measure progress. Publish the new cadence so people know where decisions happen. When everyone understands the forum structure, communication stops splintering and accountability strengthens.

3) Create one source of truth for materials. Stop scattering decks and trackers across five systems. Pick one workspace where all meeting materials, metrics, and decision logs live. Train the team to use it and make it part of the rhythm. When someone asks for a slide or status update, there should only be one right answer. That level of transparency helps new teams build trust faster and makes leaders more decisive because the data is all in one place.(Related: Executive Support Is an Operating System, Not a Desk Job)

4) Close communication loops fast. Tell people what’s changing, when, and why. Repeat it often. Most resistance is just confusion. Clear messages and visible wins bring people along.

And be human. I don’t care how big your organization is. Every message after an M&A should be empathetic and honest, even when it’s hard news. People always know when they’re being misled, and when you go silent, they fill in the gaps themselves.

The worst thing you can do is promise consistent communication at the top, then go dark. It erodes trust instantly.

If you need help building that consistency and tone, lean on teams like ours at Syla. We help leaders navigate those messy middle moments, keeping people informed, connected, and moving forward together.

Why it matters. The first 90 days after a merger define the culture more than any integration plan ever will. The goal is not just to merge systems or align processes; it’s to build trust and clarity in the new environment. That is where a fractional Chief of Staff or executive partner brings real leverage—someone who can stabilize the operating system while the leadership team focuses on strategy and growth.

(Explore next: How Fractional Chiefs of Staff Help CEOs Move Faster)