Whether due to a desire for collaboration, expansion, or efficiencies, many organizations take on new units as part of their operation. It may result in absorbing a program that was another’s, creating an affiliate or branch outlet, or assuming the support roles that were performed elsewhere.

In many cases, it makes sense for these mergers or partnerships, but it also requires extra effort on everyone’s part. Each entity comes with different cultures, processes, and expectations and care must be taken to acknowledge the differences. It’s similar to blending a family — it takes work to make it “ours.”

Look at what is outside the core of your organization and evaluate whether you provide adequate resources, attention, and promotion of that which orbits the base. To the external person, it’s all one organization. Is it that way internally, or is there an “other”?

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