Change & OD | Culture | Executive Coaching | Leadership | Management team development | Leader-led
Leader-led cultural integration for successful merger of acquired business unit
Company: Hi-tech / Maritime
Background
A high-tech company acquired another entity to complement its value proposition with an additional business area. The acquisition was expected to generate synergies and drive revenue growth. However, it was assessed that leadership needed enhancement, and the acquired company needed to be socially and culturally integrated with the new owner. This integration required a comprehensive change management approach, combined with project management, to ensure a smooth transition and alignment of values and culture.
The needs and delivered solution
Change management integrated with project management
Steering committee and project management: The management team was appointed as the steering committee for the integration project, with the new HR manager of the acquired company taking on the role of project manager. Employees from all functions were allocated to the project team to ensure comprehensive representation.
Change management leadership: I was brought in to lead change management and develop values-based leadership. The integration plan was set for 12 months, with the understanding that the work would continue until the values were fully embedded in the company’s culture and practices.
Leader-led development of culture and values
Motivated project team: The project team, primarily composed of employees from the acquired company, was highly motivated and mature. This provided an opportunity to accelerate development through leader-led change efforts.
Investment in leadership development: Significant investments were made in leadership development to enhance the ability of all 80 managers to lead change and guide the organisation through its values.
Strategic alignment: To facilitate quick integration with other business areas, managers needed to “speak the same language” regarding strategic planning, business development, and business planning.
Performance-driven conversations: Investments were made to develop managers’ abilities to break down tactical goals into operational ones and conduct performance-driven, coaching conversations with employees about their contributions to business value and culture.
Structure to drive culture
Process and structure alignment: Once the organisation was deemed mature, all departments reviewed their core processes, guidelines, and key structures to ensure alignment with the desired values and culture.
Action plans for development: Each department reported an action plan for development work to ensure that the values permeated future practices. The implementation of these plans was carried out in the second year.
By addressing these needs, the high-tech company aimed to achieve a seamless integration of the acquired entity, fostering a unified culture and enhancing leadership capabilities. This comprehensive approach ensured that the values and culture were not only communicated but also internalized and integrated into everyday practices, driving long-term success and synergy realization
Cecilia Westman
Senior HRBP, Hi-tech company
During a year Fenix helped me with the cultural integration during an acquisition and a boost of the leadership in the entire acquired company. To succeed, Fenix and I worked closely with the management team. Fenix was quickly up to speed and soon understood our challenges. He clearly uses questions to help, yet he still provides clear suggestions if appropriate.
Cecilia Westman
Senior HRBP, Hi-tech company
During a year Fenix helped me with the cultural integration during an acquisition and a boost of the leadership in the entire acquired company. To succeed, Fenix and I worked closely with the management team. Fenix was quickly up to speed and soon understood our challenges. He clearly uses questions to help, yet he still provides clear suggestions if appropriate.
Results
The 12-month integration plan laid the foundation for embedding values into the company’s culture and practices. Having the management team as the steering group, the HR manager as project manager, and myself as change management expert led the project to success.
The motivated and mature project team accelerated development through leader-led change efforts.
Significant investments in leadership development enhanced the ability of all 80 managers to lead change and guide the organisation through its values.
Investments in managerial skills enabled the effective breakdown of tactical goals into operational ones and facilitated performance-driven, coaching conversations with employees.
The values and culture were not only communicated but also internalized and integrated into everyday practices.
Each department created and implemented action plans to ensure values permeated future practices, with implementation carried out in the second year.
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