Eastside Primetimers chief executive Richard Litchfield and our practical Good Merger Guide have recently been featured in two in-depth articles by MissionBox about charity mergers. MissionBox is a global network that connects not-for-profit people and organisations worldwide.

‘5 myths about nonprofit mergers’

On whether mergers are a reliable way to save money, Richard noted that while mergers may well reduce costs in the long run, there can also be upfront costs in the interim that organisations must plan for:

“Often there are additional costs that are not considered in the design of the merger,” says Richard Litchfield, chief executive of UK nonprofit management consultancy, Eastside Primetimers. “For example, you might want to reduce the central team to save money, but new roles may also need to be recruited to manage a larger organization.”

On whether a merger agreement must solve all major issues up front:

“It’s more important to have the process in place than a single document,” Litchfield says. “Mergers are complex projects, involving lots of stakeholders — both internal and external. You can’t solve all the issues at one time. The most important thing to do first is to create a senior merger team, comprising trustees and executives from both organizations, to lead on developing a merger agreement and a timetable for the process.”

Read the full article here.

‘Life after a nonprofit merger: Creating a coherent culture’

“Similarly, the Good Merger Guide by Eastside Primetimers and Prospectus calls out cultural differences as a primary reason for unsuccessful mergers, usually because of a failure to recognize or anticipate — and then address — differences. Fortunately, there’s much you can do to anticipate and defuse cultural conflicts”

“Mergers are about people, people and people,” says Richard Litchfield, chief executive of UK nonprofit management consultancy, Eastside Primetimers. “You need to think about the cultural fit and how you will develop the leadership, management and organizational culture during the pre-merger process. Really good communication is at the heart of it. You need to be open and communicative with your stakeholders, and bring staff and managers along on the journey with you.”

Read the full article here.

 

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