Diagnostic Pattern
"Three companies, three ways of selling"
The symptom is real. The cause is usually somewhere else.
The acquisitions closed, the entities still work the way they always did, and every attempt to align them stalls. It looks like resistance to change. It may actually be that no one ever chose which process wins, so all of them are still correct.
What you think it is
We have three companies and three completely different ways of selling.
So you run a culture and change-management program, buy one CRM for everyone, and redraw the org chart.
What it usually is
A hypothesis to test, not an indictment on you or the team.
Ask five people to describe the sales process and you get five different answers - here that is structural rather than accidental, because each entity brought a real process that worked for it. Integration failure is usually read as culture, but the prior question is a decision-rights question: who decides, on what criteria, which process the combined business runs. Until that is answered, alignment initiatives are asking people to abandon something that works for something nobody has committed to.
How to tell
Ask each entity's sales lead to describe their process separately, on their own. Where do the answers actually differ - and which of those differences matters to the customer rather than to us?
The move
Get the descriptions separately, one person at a time, and put the differences on one page. Decide which differences matter to customers and which are habit. Choose one process for the things that matter, let the rest vary, and say plainly who decided and why.
You might think people are resisting change. It may actually be that nobody ever chose, so everyone is still right.
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