4 ways to manage post-purchase partnership - TechCrunch

4 ways to manage post purchase partnership TechCrunch

It is very difficult to navigate alliances and benefits from a leadership and cultural perspective. They need a thoughtful approach to working with a new CEO and teaming up as one team - a trip we are familiar with and recently acquired by Auth0.

Okta and Auth0 have some differences - we are aiming for a campaign, for starters, while Auth0 is more advanced at first - but shaping the future of identity was has always been a common goal. Since the construction closed earlier this year, Auth0 CEO Eugenio Pace and I have come a long way in discovering the best ways to embrace our differences, unite our teams and learn within and outside of each other’s leadership styles.

Our trip so far offers lessons for other CEOs who are launching partnerships with a new co-leader or other C-suite leaders after construction. Here are the main things I will gain from working together in the past year.


    Do the preparation work in advance

    It's worth putting pen to paper on your company's vision before buying - it will help you to solidify your goals in writing that you can then easily share. Before we were raised, I wrote a lengthy paper mapping out my five - year vision for Okta. While articulating Okta's vision is a big part of my role as CEO, I was never put off in this kind of written form (which came out beyond I expected - 15 pages!).

    The exercise allowed me to reflect on Okta 's growth over the past 12 - plus years and its future.

    Our staff may think we look like broken records on these integration priorities, but aligning values ​​has helped improve clarity and consistency across our teams in times of change. .

    It was helpful for Eugenio to understand my idea as we embarked on the process of learning how best to collaborate and bring our two companies together. He had actually drafted a similar document outlining his view of success if we were to be together. These vision documents have helped us to align our objectives and show how we intend to increase and exploit our vast market opportunity.

    Identify common ground on how to steer

    With any new C-suite hire or partner, it will help to build a relationship by finding common ground and shared values. Eugenio and I knew that we were both applying the same "north star" guidelines for unification: sustainable growth, putting our mission first, continuous innovation, protection of our brands and power to our teams.

    Our staff may think we look like broken records on these integration priorities, but aligning values ​​has helped improve clarity and consistency across our teams in times of change. .

    Along with our core cultural values, Eugenio and I share similarities with our leadership styles and our contributing personalities. We are introverts, and we even have the same Myers-Briggs score (INTP), translating to natural leadership chemistry. We both take responsible, trustworthy leadership and understand each other's work styles. Eugenio has a deep knowledge of product and technology, so we can be very technical when it comes to talking and making decisions about the future of our fellow companies. Our shared background also allows us to effectively share and receive feedback with each other.

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    Ultimately, understanding the specific style of your new partner and how you are similar (and different) can help you work together more effectively, make faster decisions. and builds fast movement.

    Tap on the strengths of both teams

    Construction indicates a significant level of success for companies on both sides of the deal. To get or get, companies have to do something right and it is essential the strengths within both organizations that have identified such benefits. Combining the elements of each team that nurtures full collaboration while at the same time protecting the specific areas is important when they come together.

    For example, Auth0's collaborative culture has already helped Okta to renew its startup spirit. Maintaining the same energy from the early days when we were in pursuit of our first 10 customers (we now have over 14,000) is not an easy task, but Auth0 has ushered in a new perspective on innovation while still allowing us to retain our brands and individuals. strength. Auth0 is a well - known brand for developers, and its remote nature has also helped us navigate a dynamic work environment this year. Taking advantage of the strengths of the company you acquired will help drive your growth in new areas.

    When in doubt, communicate too much

    In the early stages of construction, success depends on frequent, deliberate communication with your new partner and team. Hold meetings and check in regularly, both with new directors and with your broadest staff base.

    This year, we have been holding regular company full and integrated meetings on a regular basis, and we have made these meetings deliberate and transparent. We shape agendas around decisions we have made, things that do not change and what is uncertain as a way of keeping staff informed while remaining honest about what we are still receiving. out. In any build, discussions about office space, unified benefits and team integration timelines will inevitably arise, and it is inevitable that there will be an open line for staff to ask questions and share concerns. goes a long way in creating clarity and building trust.

    Buying can test your team's strength and threaten the already close - knit cultures, so it's important to keep in touch with everyone's purpose and keep working together. attack the same goal.

    It is well worth the energy expended to make the partnership a success; Eugenio and I have been working together for less than a year, and we have already benefited greatly from each other's ideas and backgrounds as we move forward in this next chapter.

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