THE CHALLENGE
Two companies, world leaders in the industrial sector, both with more than 60,000 employees and a history of more than 100 years, decided to carry out a cultural integration. To this end, the project consisted of the following:
Study of the organisational cultures and teams of both companies prior to the merger.
Identification of cultural aspects that could be a cause of discordance or cultural clash between companies.
Anticipation of possible threats resulting from cultural integration.
Guidance on the steps to be taken, in terms of company culture, once the two companies merge.
HOW WE HELPED
The starting point was to conduct a study, setting up working sessions with key people from the two merging companies.
Our approach focused on analysing the professional profiles, both in terms of their perception of the current culture and their vision of the desired culture, as well as the differences between the two.
Several collection methods and sources of information were selected in order to obtain reliable and valid information:
- Working groups
- Individual interviews
- Assessment Centre
THE IMPACT
After collecting all the information, it was integrated into a Global Report, which included:
- A cultural and team study of each company separately (characteristic traits, strengths and areas for improvement).
- An analysis of the commonalities and differences between the two cultures.
- An analysis of the positive aspects of each of the organisations and their teams, which was to form the basis of the new structure and culture after the merger.
- An analysis of the aspects to avoid in each of the organisations, with a view to building an integrated culture and generating a high-performance team.
- Recommendations and steps to be taken in the short, medium and long term after the integration.