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When Two Law Firms Collide - Navigating the Human Side of Change

Writer's picture: Kingsley Johnson Kingsley Johnson

Ah, mergers. The corporate equivalent of a surprise wedding: one minute you're working in your snug corner office and the next, you're part of a blended family you didn’t choose, squabbling over who gets the last biscuit in the break room.


For our fictional protagonists, Morton & Finch LLP, a proud regional law firm in the heart of the UK, merging with smaller up-and-comer Tallow & Co., seemed like a brilliant strategic move. On paper, the synergies were undeniable. In reality? Well, let’s just say that the "human side of change" has been... let’s call it “eventful”.


Here are some common pitfalls they encountered—and that your firm might too—when managing the people side of change.


The Name Game - “It’s Not Tallow & Finch”


Nothing stirs up more drama than the post-merger firm name. Employees who previously couldn’t care less about branding suddenly develop intense opinions.

Morton & Finch staff insist the name should reflect their illustrious 120-year history. Meanwhile, Tallow & Co.’s team feels their modern, edgy reputation needs top billing. The resulting compromise—MORTALLOW LLP—ends up sounding more like a cough syrup than a law firm.


Change management lesson: Involve people early in decisions that affect identity. Otherwise, you’ll spend months mediating between teams who feel slighted, and no one wants to see a heated debate over letterheads turn into a full-blown HR case.


Clashing Cultures - “We Don’t Do Casual Fridays Here”


Morton & Finch prides itself on its old-school traditions: formal attire, carefully scripted emails, and biscuits that are precisely arranged in the tin. Meanwhile, Tallow & Co. is a younger, scrappier bunch who brainstorm over beanbags and use emojis liberally in client updates.


The result? A bizarre hybrid workplace where one team is in three-piece suits while the other rocks jeans and hoodies—and no one knows whether “🚀” in a report means "great job" or "we’re in trouble."


Change management lesson: Culture clash is inevitable. Bridge the gap by identifying shared values, and - most importantly - create clear norms for communication and behaviour. A glossary for emoji use wouldn’t hurt, either.


Communication Overload - “Another All-Staff Email?”


The leadership team, determined to "over-communicate" during the transition, sends endless updates:


  • "The merger is progressing smoothly!"

  • "FAQs about MORTALLOW LLP"

  • "Revised FAQs about MORTALLOW LLP after the last FAQ caused confusion."


Employees start playing "Merger Bingo" in secret, crossing off phrases like “exciting opportunity”, “synergy” and “ongoing commitment to excellence.”


Change management lesson: Effective communication isn’t just about volume. It’s about clarity, timing and using the right channels. And maybe consider an email amnesty for anything that doesn’t need immediate attention.


The Great Desk Rebellion


Ah, the office move. Morton & Finch's spacious Georgian building was never designed to house the combined teams. When Tallow’s crew arrives, the “hot desking” policy turns into a daily Hunger Games-style battle for seats.


Adding insult to injury, someone from Tallow jokingly suggests that Morton staff should work in the annex (a draughty outbuilding nicknamed “The Freezer”), causing tensions to reach a boiling point.


Change management lesson: Space matters. Involve teams in workspace planning and ensure everyone feels equally valued—or risk turning collaboration into a turf war.


Change doesn’t just affect leadership and client-facing teams. Everyone needs clarity, support and a chance to contribute to the new world order.

The Forgotten Few - “What About Us?”


Amidst the whirlwind of integration plans, a few key groups are overlooked:


  • The IT department, drowning under 47 requests for “urgent system merges.”

  • Receptionists, fielding calls from confused clients who don’t know whether they’ve reached Morton or Tallow.

  • Dave from accounts, who’s still waiting for someone to tell him whether he should process invoices under the old or new name.


Change management lesson: Change doesn’t just affect leadership and client-facing teams. Everyone needs clarity, support and a chance to contribute to the new world order.


The Human Factor - “Why Are We Doing This Again?”


At the heart of all this chaos is one question on everyone’s mind: “What’s in it for me?” Without a clear answer, even the most loyal staff can become disengaged. Morton & Finch’s managing partner tries to boost morale by reminding everyone of “the bigger picture,” but it’s hard to see the bigger picture when you’re stuck navigating a new expense policy written in Comic Sans.


Change management lesson: Address the WIIFM (“What’s in it for me?”) early and often. Help teams connect with the benefits of change, not just the logistics.


From Chaos to Cohesion


While MORTALLOW LLP may have stumbled through the early days of its merger, the good news is that the story doesn’t end there. With a bit of humor, a lot of empathy and the right support, even the most fraught transitions can lead to stronger teams, better client outcomes and—dare we say it?—actual synergy.


If your firm is about to embark on its own merger (or any major change), don’t wait until the first biscuit battle to think about the people side of change. We can help.


Because whether you’re blending firms, teams or just trying to survive another year-end, the human element is the difference between surviving and thriving.


Want to ensure your next change is more collaboration and less chaos? Contact us today to learn how our mindset and change management programs can help your teams navigate transitions with confidence - and maybe even a bit of laughter.

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