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Gain a clear understanding of where you fit and the ‘hoops’ needed to jump through to gain access to decision-makers and more importantly, the gatekeepers who manage them. In addition, analyse the relationships that existing team members have – is it an environment where constructive debate is welcomed and practised or is it more a ‘top-down’ environment?

Observe whether campaigns are worked in silos or if collaboration and sharing of ideas and support are at the fore. Providing constructive feedback can either be eagerly welcomed or despised. Find out whether your co-workers would be pleased or offended when you offer suggestions about their work.

In the past, it was quite normal for businesses to concentrate on the high-level financials of a merger, leaving the workers to learn and adapt to a new work culture. However, with recent statistics showing that 66 per cent of organisational transitions fail, companies are beginning to focus more on the people-side of change. Companies are starting to realise that its people are the only sustaining competitive advantage.

However, while most businesses are reasonably good at explaining rationale for change, they are poor at explaining how the change will impact individuals.

If you are facing a merger, hopefully your company has the foresight to provide the support needed to drive organisational change and implement a new corporate strategy. If not, remember to analyse the corporate culture and adapt accordingly.