Introduction In changing economic times, companies must constantly explore new ways to be profitable. One of the methods organizations are using to do that is to merge with other organizations that do comparative work. Some even feel that “a combination of key forces and factors, intensified by passage of federal healthcare reform legislation in 2010, makes it likely that the next few years will be a major period of consolidation” (Zuckerman, A.M., 2011). Such mergers can be successful if the differences between the organizations are overcome and the companies blend their cultures. To do this, higher management must agree on what changes need to take place within the new organization as the new companies come together. Decisions need to be made about who has voting interests, how much stock that stockholders have in the merged organization and what staff will stay and what positions will be terminated. Each organization must agree to the changes and direct staff in what their roles will be. Communication is very important in the beginning. This involves staff meetings, memos, interoffice email, and clarity as to what management expects and what that mission statement of the organization is. The companies that are merging do not have to be the same. In fact, organizations should complement each other, where one is strong where the other is weak. To be effective and to be a success, the merging companies must be strong internally for the merged organization to keep their customers and thus, be profitable. Internal strength starts with stability in higher management, a firm idea as to what the shape of the organization will be, and communication with the staff throughout every phase of the merger.

In Transition When two companies come together that were not only previously competitors, but were also enemies, it is important for higher