Merger and Acquisition Made Easy .
Gain complete, real-time visibility into your merger with our interactive org chart. Ensure seamless integration at every stage.
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How to merge with Peerdom
Shown with Alpenglow Outdoor acquiring Pizol Ropes. Both are fictional companies.
Before
Build a visual plan including people, roles, and responsibilities across both organizations.
During
Communicate a shared roadmap that shows where you are and where you’re going.
After
Continuously integrate teams with real-time data and resources that unify operations.
Improve post-merger integration
Streamline planning
Draft alternative structures, identify redundancies, match skills, and meet new teammates - even before merging. Your interactive map visualizes people, roles, responsibilities, and work distribution.
Boost engagement
Shape your future organization together, in real-time. Enhance communications and speed up introductions by combining our powerful search with personal profiles that highlight current and future roles.
Work together as one
Accelerate post-merger integration with continued collaboration on the evolving work map. Unify operations with map layers that overlay goals, projects, feedback, contributions, and more.
Peerdom perfectly meets our needs: lightweight and very easy to use, it allows us to see our organizations as we have never seen them before.
Bernard DuPasquier HEKS Peerdom has served as a visual, educational tool for our transformation. You can really see the impact our new ways of working has on you as an individual, while still getting the full picture of the company at the same time.
Marius Leichte Virtual Minds Peerdom is a user-friendly tool that helped us make our organizational model tangible. Our 100+ Loycomates got used to it in only a few days and new employees say they are immediately oriented, compared to what took them years in their previous organizations!
Christophe Barman Loyco A closer look, when two org charts meet
A short, concrete example of integrating an acquisition without losing the people you paid for.
A Swiss firm that runs on roles buys a German family business that has worked as a strict top-down hierarchy for three generations. Two companies, two completely different ways of organizing, and one blunt question: whose org chart wins?
Force one onto the other and the know-how you paid for walks out the door. Leave them apart and you never actually integrate. Here is the calmer middle path: put both structures side by side, show each in the shape that fits it, and merge them one role at a time.