Mergers &


Simplify the Transition

As sustainable value becomes more elusive, astute leaders of top-performing organizations understand that meeting financial goals requires evaluating workforce matters with equal thoroughness as other strategic components.

The prevalence of disruption and change is a constant reality. With fierce competition, mounting shareholder demands, and technological advances, leaders are compelled to reassess their strategic approach. This has led to a pressing need for adaptability, spurring a rise in inorganic transformation via deals.


However, achieving value in M&A strategies is challenging due to mounting complexity and cross-border considerations, emphasizing the importance of rapid execution for successful outcomes.


People Risk

The success of an acquisition increasingly depends on prioritizing people risk. Our research shows that 60% of deals fail due to workforce issues. Organizations need to address this risk at the initiation of any acquisition process — at target identification and during due diligence — and with the same strategic focus that goes into analyzing the financial risks.

The Legacy


Legacy provides consistent and trusted operating capabilities to our customers and their portfolio companies. We understand the challenges to realize the necessary results for your investors and customers. We have been in your seat…Our objective is to deliver clarity of purpose and practical solutions. Our unique approach is designed to resolve your operating challenges and transform your bottom line—and it’s backed by proven and lasting results.


“Culture related areas are indeed a key underlying force in many of the most vexing challenges experienced in a deal from both a people perspective as wells from an overall business perspective.”  

-Cultural Integration in M&A, Global Survey Findings

Top 5

Drivers of Deal Failures

Cultural integration was a common direct factor cited for deal failure by companies and has increasingly become recognized as a top issue in M&A. In addition to being cited directly as a leading cause of deal failure, culture integration is also linked as an underlying, indirect driver to a number of other immediate causes of deal failure, including delayed integration or implementation.


Integration/Implementation Took Longer Than Expected


Cultural Integration Issues


Leadership "Infighting" and/or Buy-In


Insufficient Attention/Priority to Workforce/People issue


Insufficient Execution Capability/Competency

Our Expertise

Benefits and Policies

Understand, align and optimize benefits programs in more than 150 countries and organizations of all sizes.

Operating Model

Align the new entity’s operating model, governance parameters and decision rights with desired outcomes.


Identify culture risks to meeting the desired objectives, and build a comprehensive mitigation strategy to drive results.

Change Management and Communications

Conduct change management planning and integration focused on moving key stakeholders from both entities.

Talent Assessment, Retention and Onboarding

Maximize deal success by assessing talent, identifying and selecting leaders, and retaining critical employees.

Workforce Strategy

Determine critical roles and the talent needed to drive success. Formulate workforce strategies to address any gaps and risks.

HR Technologies

Create the needed HR delivery platform to support strategic objectives.


Design executive, sales and broad-based incentives aligned with objectives.


Understand, align and optimize pension plans and associated risk globally.

“The LEGACY Center team planned and implemented our entire organizational development program from scratch. The team consists of a number of seasoned cultural transformation leaders who are able to roll out a very unique program to our global, multicultural organizations in the U.S., Asia and Europe. By fully inserting themselves as “insiders”, the team members have been able to effect significant, positive changes successfully in just 1-2 years. We are very excited about the plans we have with the LEGACY Center team for the next couple of years.”

Alan W. Wong

President & CEO | Aavid Thermalloy

“The LEGACY Center cultural values assessment was most impactful in reaffirming and crystallizing our culture, creating a way to measure behaviors and accountability, and putting a process in place to maintain our culture as we grow and move forward. The LEGACY team was phenomenal in keeping our team fully engaged in their process, guiding us forward, and realizing amazing results!“

Lisa A. Brothers

LEED AP President and CEO | Nitsch Engineering

“We have used a variety of resources to develop our leaders and culture but lacked a cohesive, fully-integrated, and sustainable program. The LEGACY Center gave us the program and much more – they energized our entire company and our culture in precisely the way we had hoped but had never before achieved and gave us the means to carry it forward.”

John Eberle

| Ascentia

“Culture, communication and people make up more than 50% of reason JV’s or Mergers fail. A focus on Cultural fit and integration has to be top of mind for any successful merger.”

Ron Cain

CEO and Chairman | Legacy Center

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