Merger and Acquisition Aftershocks: Integrating Nursing Teams and Leading Change

[Sponsored] The current merger and acquisition environment for hospitals and health care systems is characterized by a combination of financial necessity, strategic positioning and the pursuit of efficiency and innovation in a rapidly evolving health care landscape. Nurse leaders are at the center of bringing together nursing teams across combined entities. This executive dialogue focuses on the development and execution of transition plans. It also explores the ways nurse leaders are in a unique position to successfully integrate nursing cultures that respect the values and practices of both organizations while fostering collaboration and cohesion among the nursing staff.

This executive dialogue will highlight key findings on:

Successful integration often requires systems-based approaches involving input by clinical leaders and nursing staff, and the adoption of best practices across all facilities.
Systemwide roles such as chief nurse executive help break silos and ensure equity during mergers and acquisitions.
Retaining nursing talent during mergers and acquisitions requires clear communication, nursing staff involvement in decision-making and correction of inequities in resources and opportunities across the organization.
Effective communication is vital to build morale and trust during mergers and acquisitions. Staff at all levels of the organization must understand the vision, the goals and the why behind the merger or acquisition.
Nurse leaders must foster a culture of inclusion, trust and collaboration, ensuring that both nursing practices and organizational values from all entities are respected.

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