In developed nations, mergers and acquisitions are commonplace driven by the need to pool finances, maximize human resource, facilities, supply networks, reduce operating expenses, increase efficiencies, and expand market share (Jelinski, 2015 p.66). However, while acquisitions are rapidly growing, and the multiples are high, there are several challenges that these organizations face. For instance, while the businesses are being consolidated, they merge different cultures, workflows and business systems into a single managed structure which helps with the cost optimization, but at the same time creates a tremendous turmoil among the hospital staff (Morrissette, 2014 p.10; Parellada, 2011). As a result, there is significant staff turnover post-acquisition. This dissertation aims to address this fact by proposing the use of the lean methodology to improve employee experience post-acquisition and decrease the turnover and the risk of burnout.