Why Merging Printing Companies Need to Get Crystal Clear

There’s a lot coming at printing companies these days—technology disruption, customer demands, supply chain surprises, and an increasingly complex workforce landscape. But when you're combining two businesses? The pressure and complexity ratchet up even more.

And in the middle of all that, there’s one thing that can’t be an afterthought: vision.

I’m not talking about a nice paragraph on the “About Us” page or some legacy mission statement that no one can remember. I’m talking about a clear, actionable, and unifying direction. Where are we going together? Why does this new, combined company exist? What do we stand for—and just as importantly, what are we willing to say no to?

These aren’t philosophical questions. They’re survival questions. Because without shared vision, a newly merged company can drift into chaos.

Mergers Without Vision Feel Like Collisions

When two companies come together, they don’t just bring equipment, clients, and balance sheets. They bring cultures, values, habits, and assumptions. And unless leadership steps up with a compelling vision, people will default to what they know—or worse, they’ll cling to “how we used to do it.”

In the absence of a shared destination, teams can end up working in silos, competing for control, or simply checking out. Employees aren’t sure what matters anymore. Customers pick up on the confusion. And leadership spends its time firefighting instead of focusing forward.

So, What’s Vision, Really?

To me, vision is a vivid picture of what the future of the company looks like—not just the next quarter, but the next few years. It’s aspirational but also grounded in purpose and values. It explains why this combination happened and what it’s meant to accomplish.

In a merger scenario, vision gives people permission to let go of the past and rally around something bigger. It doesn’t erase legacy cultures—it builds a new one that respects both sides and moves forward with clarity and intent.

Without It? You Get Drift.

Here’s what I’ve seen in mergers where vision wasn’t prioritized. Employees tend to protect their turf. Without a shared direction, people go defensive, hoarding information or clinging to “their way” of doing things. The morale and engagement takes a hit. Employees feel unsure and undervalued. It can feel like no one is driving the bus. Sales teams get paralyzed or pull in different directions. Without clear customer targets and unified messaging, they chase mismatched leads or retreat into legacy accounts (I know, not at your company…). Leadership gets stuck and instead of building the future, they are caught in endless debates about priorities, roles, and decisions.

Vision as Your Post-Merger Power Tool

Now let’s flip the script. When vision is clear, it becomes the force that binds two companies into one team and gives people something to believe in.

And nowhere is that more evident than in sales.

A unified vision helps your sales team know what kinds of customers you want to attract in this next chapter—and which ones you don’t. It aligns everyone behind a common value proposition. Instead of “Company A vs. Company B,” customers hear one story about one company, moving forward with one purpose.

It also empowers your team to pursue new opportunities that align with your long-term goals—whether that’s expanding into new verticals, launching new services, or strengthening strategic accounts. They’re not just trying to keep old clients happy. They’re helping shape what the new company becomes.

Realigning Sales After a Merger

Here’s where it gets tricky. Some reps will be energized by the change. Others? Not so much. They may want to keep doing what they’ve always done. They may resist new targets or new expectations. That’s where leadership comes in.

This is the moment to set clear expectations and offer support. Redefine roles if needed but be willing to make the tough calls. If someone can’t—or won’t—get aligned with where the company is headed, it might be time for a serious conversation. Have it now, because it doesn’t get easier with time.

Final Thoughts

Merging two printing companies is never just about operational integration. It’s about building a new identity—and that starts with vision. Don’t overlook this. I get calls often to try to fix these issues – after the fact as they were brushed aside in the early stages of the combination.

If you're in the middle of a merger (or planning one), don’t skip this step. Get crystal clear about what you want the new organization to become and communicate it relentlessly. Let your people see the purpose behind the changes. Show your customers the opportunity in the combination. Give your suppliers and partners confidence in where you’re headed.

Because when everyone understands where you're going and why it matters, you don’t just survive a merger. You build momentum. And that’s when real leadership shows up.

Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to owners and CEOs in the Graphic Communications Industry by providing direct and realistic advice, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com, LinkedIn or email at mphilie@philiegroup.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions.