An acquisition represents a major strategic decision. However, real value creation is not achieved at the time of the transaction, but through the ability to sustainably integrate a new organization, its teams, its way of working, and its culture.
During a merger and acquisition phase, the challenges quickly go beyond financial or legal aspects. Initial tensions often arise around governance, information flow, responsibilities, or unspoken expectations between teams. Without a clear framework, these imbalances slow down decision-making, weaken engagement, and delay the expected synergies.
This support is delivered through a strategic partnership between PROLINKS and Qilin, working together to provide strategic, human, and organizational insights into post-acquisition situations.
Many mergers or business takeovers underperform, not due to insufficient strategic analysis, but because human and organizational dimensions have been underestimated.
The real risk often lies in what is not immediately visible:
The months following an acquisition are decisive. They determine the speed of execution, the quality of internal collaboration, and the company’s ability to maintain its level of performance while absorbing change.
Thanks to their complementary expertise, Qilin and PROLINKS bring an external perspective capable of highlighting the invisible dynamics that influence the success of the integration.
The support begins with a precise assessment of the situation:
Based on this analysis, we help clarify a shared direction. The objective is to create alignment among decision-makers, ensure clear governance, and provide teams with stable reference points during a period often marked by uncertainty.
Particular attention is given to human dynamics: retaining key talent, ensuring managerial consistency, strengthening internal communication, and stabilizing roles and responsibilities.
The goal is to sustainably embed new practices so that performance does not rely solely on an initial adaptation phase.
This service is designed for executives, shareholders, and leadership teams facing a post-acquisition phase where it becomes necessary to structure integration beyond purely technical aspects. It is particularly relevant for Swiss SMEs, family businesses in transition, companies pursuing external growth, or organizations seeking to secure internal alignment following a takeover.
The first hundred days are often decisive. It is during this period that lasting perceptions are formed, internal balances are redefined, and initial resistance begins to emerge. Acting early helps prevent minor tensions from turning into lasting obstacles. It reduces hidden costs linked to delays in decision-making, loss of managerial energy, and the gradual disengagement of teams.
Each acquisition comes with its own balance, sensitivities, and challenges. Carine Mottard (Qilin) and Bernard Sulliger (Prolinks) offer an initial confidential discussion to identify key risk areas, understand your context, and define the appropriate level of support.
PROLINKS is a member of the Swiss Chamber of Business Transfer Experts
Carine Mottard is the founder and CEO of Qilin SA, a company based in Geneva (Switzerland), specializing in executive coaching and management training.
Her background: After 20 years of leadership experience within a large industrial group, where she managed multicultural teams, she transitioned into coaching and has been a certified transactional analysis coach since 2013. She also holds certifications in the DISC© method and emotional intelligence (EIQ).
What Qilin SA does: Qilin SA provides coaching, management training, and procurement consulting, with an approach based on experiential learning, proven with multinationals, SMEs, IT companies, and FMCG businesses.
