In the “Rebuilding and Restructuring Your Team Amid Mergers and Acquisitions” session at the American Academy of Ophthalmology 2025 meeting in Orlando, Mary Pat Johnson, COMT, CPC, COE, CPMA, Bansari Mehta, MHA, and Latrice Jones-Bey, MBA, COT, OSC, discussed some of the benefits of mergers and acquisitions as well as stumbling blocks practices face when leadership or management changes and shakes up the status quo.
The Benefits of a Merger and/or Acquisition
According to Ms. Jones-Bey, benefits of an organization merger and/or acquisition include; more people sharing the same goal; improved equipment or facilities (in some cases); and growth for the rebranded organization.
Ms. Mehta agreed that there are positive benefits to a merger and/or acquisition, noting mergers can expand services, increase access to advanced technologies, strengthen market presence, and create financial stability through economies of scale. “They also provide employees with broader opportunities for career growth and professional development,” she said.
The Obstacles of an Organization Merger or Acquisition
Along with the positive benefits of a merger and/or acquisition, Ms. Jones-Bey said there are challenges as well. “This includes evolving leadership structure and confusion on roles and responsibilities, elimination of positions, and adapting a new vision and culture,” she noted.
Ms. Mehta added that cultural integration remains one of the biggest hurdles, as differences in values, leadership styles, and workflows often generate friction. “Change is hard. Operational disruptions such as issues with electronic health record integration, billing, or scheduling can slow productivity and impact patient care and negatively impact staff morale for both the new and the old parties,” she explained.
The presenters also stressed that it is important to understand what about the change is most concerning to your employees. For example, are they concerned about where they will fit, new people vs new services, job security, and/or new rules (ie, policy manuals, job descriptions, protocols)? "Changes to the basics of payroll and benefits can also make employees feel uneasy," noted Ms. Johnson.
The presenters said they have also seen staff resistance to change, confusion over reporting structures, and the emotional burden of a transition like this. "Some resistance should be anticipated, but my advice would be to get ahead of it early before the nervous energy of a few permeates the staff," said Ms. Johnson. "This is where practice managers and administrators get to use their counseling and coaching skills."
Strategies for a Smoother Transition
The presenters also emphasized the importance of effective communication and strong leadership to ensure mergers strengthen rather than strain practice operations.
“Mixing teams creates new ideas and innovative best practices. But too many changes too fast can overwhelm the team,” said Ms. Jones-Bey. “Planning and clear communication helps to prepare the team.”
To help keep staff engaged and help them feel secure, Ms. Jones-Bey suggested the following strategies: communicating with the team regularly to keep them informed and involved, as well as giving them the opportunity to ask questions, discussing cultural changes in the office and how it might affect the team as compared to pre-merger. She also suggested creating strategies for dealing with new policies and processes, both clinically and administratively. OM