The Client:
Our client, a local corporation, had merged with another local entity to expand their customer base and geographic reach.
The Challenge:
The merger posed numerous challenges for the newly formed entity, with the most significant hurdle being the clash of two inherently different cultures, impeding seamless integration. Despite these obstacles, senior leaders were tasked with meeting business targets amidst the ongoing complexities of the merger and acquisition process
The Solution:
Our premise:
Steering respective entities away from the notion of competing cultures and focusing their attention on the desired culture will result in a common vocabulary to drive effective integration.
What we did:
Tier 1: Mapping the existing culture of the two entities
We mapped the existing cultures of both entities thorough leadership interviews and a culture assessment (mapping) tool. Subsequently, we briefed senior leaders on the identified cultural differences and similarities. By building consensus on the distinct cultural challenges faced by senior leaders, we laid the foundation for addressing integration hurdles effectively
Tier 2: Crystallising the desired culture of the new entity
We crystallised the desired culture for the new entity through a workshop involving senior leadership from both entities. Utilising a culture mapping tool, we defined the envisioned culture and developed a positive change strategy to achieve it. Additionally, we reached consensus on aligning various organisational levers—such as structure, processes, people, systems, and technology—to support the desired cultural transformation.
Tier 3: Building confidence to move forward
To build confidence and momentum, we conducted a leadership summit involving all employees in supervisory roles. During this summit, we shared the vision of the desired culture and facilitated a dialogue where senior leaders addressed both rational and emotional concerns to realise this vision. Additionally, we provided case studies and best practice organisational development models to equip leaders with tools for navigating complex change-related issues. Department heads collaborated on implementing 'Rituals' to reinforce desired cultural behaviours within their teams, including forums for open expression of opinions and concerns. Formal structures were established to celebrate successes and address resistance and Culture Champions were appointed to lead initiatives. Frequent check-ins were organised to ensure leaders remained committed to the chosen path and were adaptable in their strategies to achieve the desired culture
The Result:
The successful cultural integration significantly contributed to smoother downstream integration processes. Employees exhibited a more positive outlook regarding the merger, while leaders gained confidence in their ability to navigate change-related challenges and address emotional reactions from peers and colleagues effectively.
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