In mergers, acquisitions, and divestments, organisations devote significant time to legal, financial, technical and operational planning. Yet one critical factor still too often enters the process too late: structured change management and communications.

Having led change across multiple M&A initiatives in the energy sector and now working across complex digital transformation programmes, one lesson has been noticeably consistent. The earlier change and communications are involved, the smoother the transition and the stronger the outcome.

A useful way to illustrate this is to compare M&A to moving house, and allow me to explain. The analogy may be simple, but the implications are serious. Below are five parallels that show why early change involvement is not optional, but is indeed essential.

1. A solid foundation comes before anything else

No one would move into a house without first ensuring the foundations, walls, and roof are sound. In M&A, that foundation is a clear, purposeful strategy that explains why the transaction is happening and what success looks like.

When change managers are brought in early, they gain a full understanding of the strategic intent behind the merger, acquisition, or divestment. This allows them to shape a change approach that aligns with business goals, anticipates risk, and supports people through the transition. Early involvement ensures communication is timely, coherent, and grounded in reality, rather than reactive or corrective.

Just as structural issues discovered late can derail a house move, unclear strategy and poorly timed communication can create confusion, fatigue, and resistance. Getting the foundations right from the start makes everything that follows more stable and easier to navigate.

2. Open doors enable movement and trust

A house move requires the right people to be involved at the right time. You would not wait until moving day to inform your family, instruct solicitors, or book removal services. Each plays a role in ensuring the process runs smoothly.

M&A is no different. Early engagement with stakeholders, leaders, and affected teams allows questions to surface before speculation fills the gaps. Clear communication delivered directly from leadership builds trust and reduces uncertainty. When people understand what is happening and why, they are far more likely to support the transition rather than resist it.

3. Transparency matters, especially when the news is difficult

Windows let light in, and without them, a house feels closed, uncertain, and unwelcoming. Transparency plays the same role during M&A.

Change often involves difficult conversations about roles, locations, and identities that people care deeply about. Communicating these realities requires both honesty and empathy. This means acknowledging uncertainty, listening to concerns, and putting meaningful support in place helps people process change in a healthy way.

When organisations treat transparency as a strength rather than a risk, they create space for trust to grow, even in challenging circumstances. People may not welcome the news, but they will respect how it is delivered, especially if it is in good time.

4. Early communication sets the tone before the move begins

Outdoor lights and a welcome mat do more than decorate a house. They signal safety, readiness, and intention before anyone steps inside.

Early communication in M&A plays a similar role. Where legally and commercially appropriate, sharing information before formal announcements helps reduce anxiety and prevent misinformation. It also allows people to prepare emotionally and practically for what is coming, rather than being caught off guard.

Early signals of openness and care build confidence and credibility, plus they guide people through uncertainty and reinforce that leadership is in control of the transition, not reacting to it.

5. Culture is the furniture people live with

A house becomes a home through its furniture, layout, and atmosphere. In M&A, culture plays that exact same role. It shapes how people work, interact, and make decisions long after the deal is complete.

Culture cannot be addressed in the final weeks of a transition. Early change involvement enables organisations to understand the people they are bringing together, identify cultural differences, and co-create new ways of working. This ensures the future organisation feels intentional rather than inherited.

Just as you would never leave furnishing a house until after move-in day, culture should be considered from the very start of any organisational change.

So in summary and from my experience working with various different organisations, M&A success is not determined solely by deal mechanics or operational integration. It is defined by how effectively people understand the change, trust the process, and are supported to adopt new ways of working.

Just as I would never leave a house move to the final days and expect it to run smoothly, I have seen time and again that change cannot be treated as a late-stage activity. When change leadership is embedded early, it protects value, reduces risk, and builds confidence across the organisation. Most importantly, it ensures that when the transition is complete, people are not simply moved in, they are ready to stay. 

The final question to leave you with, is whether M&A is being designed to deliver long-term adoption and value, or simply executed to complete the deal?