Communication During Integration

Communicating the results of a multi-omics integration to colleagues that are not used to this type of analysis can be challenging. This is owing to the fact that many of us have become very comfortable with the concepts around differential expression. That is, gene expression levels increase or decrease in response to a stimulus like a drug, or in response to a condition, like a disease model. A music metaphor might help: differential expression is like measuring which individual instruments in an orchestra are playing louder or softer during a piece of music. Covariance optimization is like identifying which groups of instruments are playing together to create distinctive harmonies that characterize the unique sound of the piece. In a multi-omics integration method, like that found in the mixOmics package that I've described in previous posts, the output is a model that maximizes the covariance between datasets. Instead of asking "which individual genes are most different between healthy and diseased samples?" (differential expression), covariance optimization asks "which collection of genes, proteins, and metabolites tend to change together across samples, and together create the strongest signal separating our groups?" Why this matters and how to communicate to colleagues who are not familiar with these techniques: 1) Emphasize that multiomic integration detects how molecules work together in pathways simultaneously to change a biological state. 2) Suggest that changes in covariance structures can be subtle, but taken together can have a big impact. 3) Point out that multiomic integration finds the hidden connections between multiple data types in a way that traditional DE analysis cannot. When presenting multiomics results to colleagues, focus on the biological story told by groups of related features rather than individual markers, and emphasize how these patterns provide a more comprehensive view of complex biological processes. (image credit: https://lnkd.in/gy62XN_f)

I recently spoke with C-Suite executives from three different companies recently acquired by strategic buyers. They all shared a common concern: What will happen to me and my role after the deal closes? No matter how accomplished, loyal, altruistic leaders may be, it’s human nature to wonder if you’ll have a place in the new organization. Delving deeper I found the key issue was a lack of communication. Even if an acquiring company does not have all the answers, frequent updates and a clear process with timelines help ease any uncertainty. When executives feel informed, they are more likely to stay and engage in the integration process. And since top executives are often (but not always) “in the know,” the most vulnerable group here is senior executives just below the C-suite - both on the acquired AND the acquiring side - they are critical to the success of the acquisition, and if they do not feel valued or informed, they are likely to leave. In short: If you want to retain key executives during an acquisition, keep them well-informed and make them feel wanted. Without frequent communication, you risk losing valuable talent.

"We need marketing and sales to work together better." It's the corporate equivalent of "we should grab coffee sometime" – frequently said, rarely executed well. The sentiment is right; the solution runs deeper than most realize. In years past, the playbook was simple:  Align on pipeline metrics, track MQLs and SQLs, and call it a day. Teams nod along in quarterly meetings, agree to "collaborate more," and return to their separate corners. But today's complex buying landscape, this surface-level alignment isn't enough – it's potentially harmful. The New Partnership Paradigm What's needed isn't just alignment – it's integration. Modern sales-marketing partnerships succeed when both teams recognize they're playing the same game, just from different positions. It's not about marketing tossing leads over the wall, or sales demanding more pipeline. This means: - Marketing isn't just creating leads; they're creating conversations - Sales isn't just closing deals; they're cultivating relationships - Both teams are focused on becoming trusted advisors in their market Getting Your Hands Dirty (Together) Real integration happens in the trenches with huddles where SDRs, AEs, and marketing teams dissect campaigns together – not to point fingers, but to find opportunities. The rhythm might look like this: - Weekly lead review sessions with front-line sales teams - Monthly campaign planning where sales has a voice from day one - Quarterly strategy sessions to adjust and optimize - Continuous feedback loops where insights flow both ways Building the Feedback Engine The magic happens when both teams commit to continuous learning. Marketing understands which leads are converting and why. Sales has insight into upcoming campaigns and content strategy. It's about building a system where: - Sales insights inform marketing priorities - Marketing intelligence shapes sales conversations - Both teams adapt based on shared learnings - Customer feedback reaches both teams simultaneously Beyond Traditional Metrics The new model measures success differently. Look for: - Depth of prospect engagement - Quality of customer conversations - Speed of feedback implementation - Shared understanding of ideal customer profiles - Joint contribution to revenue strategy The Path Forward This evolution requires: 1. Leadership commitment to true integration 2. Structured processes for collaboration 3. Shared metrics that matter 4. Regular forums for honest feedback 5. Willingness to adjust and experiment The result? A revenue engine that's greater than the sum of its parts. Where marketing and sales don't just align – they amplify each other. Companies that master this integration see shorter sales cycles, higher conversion rates, and – most importantly – better customer relationships. Because when marketing and sales truly work as one, customers see partners in their success. In today's market, anything less is just grabbing coffee.

M&A offers great opportunities for businesses, but don’t lose your people before integration even begins. Every merger needs an employee integration plan, not just an IT or finance roadmap. If you want to retain the best talent, you have to integrate humans, not just systems. That means: - Designating ownership for employee integration. - Building a clear, consistent communication plan. - Including employees in meetings, milestones, and leadership conversations. - Carrying forward meaningful cultural elements from both organizations. I’ve seen mergers both big and small, from working at a company acquired by Microsoft to playing a role in the T-Mobile/Sprint merger, the largest in telecom history. Anything you can do to make people feel included and heard is significant, even if you can’t see the impact immediately. Alignment doesn’t happen immediately after the M&A announcement, or even after the first team meeting. It happens through repetition, follow-through, and visible action over time. If you want employees to stay and commit, show them, clearly and consistently, that they matter. Have you been a part of a merger or acquisition before? #MergersAndAquisitions #BusinessLeaders #CorporateCulture #EmployeeSatisfaction #TeamAlignment

Most founders think about “the deal”. Very few think about “the day after the deal”. That gap is exactly why, together with M&A experts Irina Rudenko (Head of M&A Office at Lviv IT Cluster) and Sergiy Lysov (PE and Growth Advisor at TECH3E), we ran a session on Post-M&A Integration as part of the Wiseboard Talks series. The goal: give founders a clear view of what actually happens after signing — not the idealised version, the real one. Here are the points that resonated most: • Your role shifts immediately. From full autonomy to a new decision map, new reporting logic, new constraints. • Your team feels the disruption first. Silence accelerates churn. Early, honest conversations with key people prevent the talent drop most integrations face. • Clients notice everything. Your biggest accounts need a communication plan before the announcement, not after. • Integration = 6–9 parallel tracks. HR, delivery, finance, systems, tooling, comms. Without an integration owner, it turns chaotic fast. • And the key insight: Founders who prepare 12–24 months before the deal have smoother integrations and stronger valuations. Cleaning up processes, defining succession, and removing “unspoken rules” pays off later. If you missed the session, you can watch the recording here: https://lnkd.in/dw_Pr9n2

When I first started in communications, internal and external messaging lived in two separate worlds, but wow, has that changed. If you’re navigating this evolving landscape, here are a few strategies that have worked for me: 🧩 Integration: Align your internal and external channels to create a unified message across the board. 💪 Consistency: Build trust by delivering communications on a predictable schedule. 🔨 Utility: Repurpose your existing tools in innovative ways to tackle multiple communications goals. 🤝 Engagement: Make even the smallest details engaging to keep your audience interested. 🎨 Creativity: Strive to balance informative content with creative storytelling that resonates. Today, “#mixternal” communications or integrating internal and external communications to reinforce a company’s message is the new path forward. Don’t forget, your colleagues are one of your most important audiences—and biggest advocates externally.