Following our recent acquisition, our leadership team has split into two distinct executive factions who do not trust each other and constantly defend their legacy processes. How do we integrate them into a single team?

Question

Tyler Smith · Accepted Answer

An acquisition brings together different cultures and operational styles, and if you do not actively integrate the leadership, you will end up with destructive internal warfare. Factionalism at the top will trickle down and create toxic divisions throughout your entire organization, destroying the value of the acquisition.

To integrate these factions, you must establish a single source of truth and a unified direction. Scrap both legacy management styles and align everyone around the EOS® framework. Start by co-creating a new V/TO® that represents the combined entity. This forces both factions to collaborate on defining the core values, the focus, and the long-term vision together.

Next, rebuild the Accountability Chart from scratch. Do not simply overlay the two old structures. Define the seats the combined company actually needs to scale, and place the best people in those seats based strictly on GWC™. This may mean some leaders have to step down or leave, but it removes the structural basis for factions.

Finally, run intensive Level 10 Meeting™ training for the integrated team. This discipline forces them to solve problems together using the IDS® process, building trust through shared execution. By aligning everyone under one operating system, one vision, and one accountability structure, you will dissolve the factions and build a strong, unified leadership team.