Change and Transformation – The Meli Merger

Anneliese Knell Executive Director People and Capability – MELI

Welcome to part 4 of our Change and Transformation series, where we dive into the journey of the merger between BCYF and Bethany, which took place in 2022/2023, ultimately forming Meli. This discussion, featuring insights from Anneliese Knell, Executive Director of People and Capability, was shared during the Geelong HR Roundtable hosted by Harvest in October 2024.

Anneliese, who has been through several mergers, humbly does not label herself as a “merger expert,” but instead as someone with lived experience in navigating these complex transitions. Through her reflections, we gain valuable insights on how change can be managed effectively amidst a merger.

Here are the key takeaways from her experience leading the Meli merger:

1. Comfort with Uncertainty is Crucial

Mergers inherently come with uncertainty. Anneliese’s primary advice is to work with people to help them become comfortable with this uncertainty. It’s about balancing the needs and anxieties of individuals and teams while maintaining forward momentum. Creating space for people to feel heard during uncertain times fosters a sense of security, even when there is no immediate resolution.

2. Communication is the Roadmap

Effective communication is central to managing change. While leadership teams often desire perfection in their plans, Anneliese advises that it’s important to acknowledge that no plan will ever be 100% certain. Communicating the roadmap clearly, even when it’s still evolving, is essential for ensuring everyone understands the journey ahead.

3. Focus on the Big Picture

When bringing two organisations together, it’s essential to develop clarity about what the new entity will represent. For Meli, the vision was one of strength, ambition, and deep community engagement. It’s critical to have a shared vision that guides decision-making and aligns both the internal and external stakeholders.

4. Client-Centred Focus

In any merger, the clients and the community must remain the focal point. Meli took a client-centric approach throughout the merger process. Understanding and prioritising the needs of the people the organisation serves helped anchor their decisions and ensure they created an offering that would best serve the community.

5. Develop a Culture Blueprint

A crucial aspect of Meli’s success was developing a culture blueprint – a document that would galvanise the hearts and minds of employees around the new organisation’s values. This blueprint not only informed the company’s culture but also influenced other foundational documents like their Employee Value Proposition (EVP). Anneliese stresses that a strong cultural foundation makes it easier to bring people together in a meaningful way.

6. Organisation Design Matters

Merging two organisations requires careful attention to roles and responsibilities. Meli started by mapping the roles within the People and Capability (P&C) department, extending this process across the organisation. Clear organisational design is crucial to avoid confusion and ensure that both teams and individuals understand their place in the newly formed entity.

7. Naming the New Organisation is No Small Task

The challenge of finding a suitable name for a newly merged organisation should not be underestimated. With many names and naming rights unavailable, it can take time to find one that resonates and truly represents the new entity. Patience is required to get it right.

8. Consultation is Key

Consulting stakeholders at every level is vital for a successful merger. Anneliese emphasised the importance of listening to employees, executives, and clients through surveys, information sessions, and one-on-one conversations. Consultation and conversation fosters trust and gives people a voice in shaping the future of the organisation.

9. Use the Merger as an Opportunity for Strategic Reflection

A merger is an ideal moment to reassess an organisation’s strategy. By coming together, both BCYF and Bethany could collectively reflect on their mission and vision, refining their approach for the future. Mergers provide a fresh lens through which to reevaluate goals and priorities.

10. Adopt a Curious, Growth-Minded Approach

Anneliese encourages a mindset of curiosity and learning throughout the process. A successful merger isn’t about achieving perfection; it’s about making progress, learning along the way, and adapting to the needs of the organisation and its people.”Be Curious. Be a Learner!”

11. Never Assume: Keep Evolving

The needs of an organisation may evolve over time, so it’s important not to make assumptions about what is working. Even if something seems to be successful at one stage, it may not remain effective in the future. Flexibility and openness to change are critical for long-term success. A merger is a perfect time to ask “Do we need this moving forward?”

12. Kindness Amid Frustration

Mergers can be frustrating, but Anneliese reminds us to always approach challenges with a kind heart. People involved in the merger are often trying their best amid uncertainty, and empathy can go a long way in maintaining morale and motivation throughout the transition.

13. Mergers Don’t Happen in a Vacuum

A successful merger doesn’t happen simply within the walls of the office or in boardrooms. Anneliese’s advice: “Go to people and win them over one at a time.” Personal connection and building relationships are essential in bringing people along on the merger journey.

14. Authenticity and Communication Are Non-Negotiable

Throughout the process, being authentic and transparent in communication is essential. Stakeholders need to trust that leadership is acting in good faith and that they are invested in the long-term success of the new organisation. Clear, honest communication helps to mitigate fears and reinforce alignment.

Final Thoughts:

Mergers are complex, often messy processes that require careful management of both the strategic and emotional components. By focusing on clear communication, cultural alignment, and ongoing consultation, organisations can build strong foundations for the future. Anneliese’s experience during the Meli merger serves as a powerful reminder that transformation doesn’t just happen at the top—it’s a collaborative, community-focused effort that involves every individual along the way.

As we look back on this case study, we are reminded that in change and transformation, it’s not about having all the answers upfront—it’s about being flexible, patient, and committed to the journey.

About Anneliese Knell

Anneliese is a psychologist and executive leader with demonstrated experience in the not for profit and government sectors in the areas of corporate services, education, early years and community services. This includes senior leadership roles at the Department of Health and Human Services, the Department of Education and Training and several community service organisations.

Anneliese has led statewide portfolios, transformation and reform activity, led during several organisational mergers and delivered initiatives to improve workforce and consumer satisfaction and outcomes.

As the Executive Director of People and Capability at Meli, Anneliese is responsible for leading a directorate focused on building Meli to be a dynamic, learning and inclusive organisation that focuses on the ‘moment that matter’ for people throughout the employee lifecycle.