Pros
Abila was incredibly process-oriented prior to being acquired and becoming Community Brands. The benefits were wonderful, the culture was very positive, and the team I was part of highly professional and knowledgeable.
Cons
Leaders of Community Brands chosen from other organizations also acquired are not accessible, nor transparent, and incredibly less process-driven than Abila team. If they are developing strategies, the vision and roadmap to get there are not effectively communicated and implemented, so it is constant fire drills and reacting to them. Some managers appointed under the acquisition do not possess leadership qualities in general and are extremely underqualified for the roles in which they have been placed. Due to their ineffective project management, and lack of communication across companies, some teams are now extremely overworked. Infrastructure needed to successfully execute operationally was not put in place across all orgs that became Community Brands. Turnover is high, very few employees can feel engaged or motivated to come in not only because they wonder if they will continue having a job, but also because of a lack of confidence in their leaders and because there is no access to executives. My leader in particular dealt with issues by non-confrontation, expecting them to go away or somehow get better without addressing them...only to have multiple employees seeking a last-minute solution because of her lack of prior planning. This is costing the company (decreased productivity, decreased morale, losing the investment made to train and keep good employees).