Communication in Consolidations: Traps and Success Factors

Why the real risk is not design, but how you communicate.

Organizational consolidations are on the rise: economic pressure, structural change, and uncertainty drive companies to adapt their setups. While many focus on the “perfect design,” our project experience shows that the biggest risks don’t lie in the org chart. They lie in communication. How leaders talk – or don’t talk – about change can determine whether a consolidation creates clarity and trust, or spirals into rumors and resistance.

The challenge: Structural change in uncertain times

Economic pressure, shifting markets, and new business requirements are forcing organizations to realign. Many companies are consolidating structures, streamlining operations, or merging units.

In our projects, this often means working on organizational setups: rethinking reporting lines, integrating teams, adapting processes. These changes are always delicate. But in times of consolidation and general uncertainty, they become even more sensitive. People are alert, expectations are high, and credibility is fragile.

The three biggest communication traps

From our experience, the critical pitfalls are rarely about design. They are about how change is communicated:

Say–do gap. When what is said and what is observed don’t match, credibility is gone instantly. People’s “bullshit sensors” are especially sharp during times of change.
Pseudo-participation. If leaders promise involvement but don’t grant real influence, cynicism is guaranteed.
Leaders as bystanders. If leaders themselves remain unclear, they cannot provide orientation – and uncertainty multiplies.

Each of these traps erodes trust. And once trust is gone, even the best structure will not deliver.

What works instead: Three success factors

To prevent these traps, communication needs extra care. Three principles consistently make the difference in consolidation projects:

Authenticity. Be transparent about the role people play: are they being informed, heard, involved, or deciding? Clear roles are better than false promises.
Diversity in communication. Use the whole spectrum – from plain information to real co-creation. But never fake it. Differentiating honestly between modes of participation is what builds trust.
Leaders as role models. Leaders are translators of change. Their stance sets the tone: if they are confident and consistent, their teams will follow with more clarity and focus.

Our perspective as consultants

When supporting organizations through consolidations and restructuring our experience shows: without the right communication, even the best-designed structure cannot succeed.

That is why we put strong emphasis on:

Developing a coherent storyline that explains the “why” behind the change.
Designing dialogue formats that allow people to ask questions, voice concerns, and share ideas.
Equipping leaders to act as role models and credible communicators.

These elements are not “nice to have.” They are essential for ensuring that structural change leads to alignment and trust instead of confusion and resistance.

Conclusion

In consolidations, success is rarely about design alone. It is about communication: avoiding the traps, focusing on authenticity, embracing diverse communication formats, and supporting leaders as role models.

These are the principles that make the difference between an organization caught in rumors – and one moving forward with trust.