Diagnostic Pattern
"We bought them to cross-sell and it has not happened"
The symptom is real. The cause is usually somewhere else.
The deal was justified on selling each company's offering to the other's customers, and a year later almost none of it has happened. It looks like a motivation or comp problem. It may actually be that cross-sell was assumed to emerge from proximity and was never designed as work anyone owns.
What you think it is
We bought them partly to cross-sell into each other's customers - and it just has not happened.
So you add an incentive, run a joint kickoff, and publish a combined price list.
What it usually is
A hypothesis to test, not an indictment on you or the team.
Cross-sell is expansion, and in DARE to Grow expansion is a job to be done with pathways and an owner, not a by-product of two companies sharing an owner. Deal models treat it as an assumption; organizations treat it as nobody's Monday morning. In G.A.M.E. Plan terms it usually has no Goal, no Action and no Metric attached to it anywhere in the business, which means no one is accountable for it and no one can see that it is not happening until the year is over.
How to tell
Since the acquisition, name one customer who bought the other company's offering. Who was responsible for making that happen, and what were they measured on that week?
The move
Pick ten named accounts, not a segment, and make the cross-sell into those ten someone's explicit goal with three countable actions under it. Prove the motion works on ten before rolling anything out, and if it does not work on ten, you have learned the thesis was wrong while it is still cheap.
You might think people need an incentive. It may actually be that nobody was ever given the job.
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