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PART ONE: The Manager > BAND-AID REMOVAL

BAND-AID REMOVAL

JMJ’s acquirer was not new to the acquisition game, and its executive team had adopted an extremely aggressive strategy when it came to integration. Their rationale was that it was better to accelerate a transition by moving quickly, even if that caused disruption, than to wait and let lethargy and fear take hold. “Like ripping off a Band-Aid in one fell swoop,” their CEO explained before the ink on the contract was dry.
Their plan called for the name of the company to change immediately, which included everything from the way receptionists answered the phones to putting a new sign on the front of the building. It also meant that executives who weren’t part of the company’s long-term plans—which almost always included the CEO—were to be moved out as soon as possible. Brian’s last day was set for just seven days after he had signed the company away.

  

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