Case:

Post-acquistion integration. A strong family business is integrated into a Swiss wholesale and manufacturing group.

Objectives: know-how transfer, creation of a new leadership and cultural framework and adopting of the best practices of the newly acquired company.

After interviewing the existing and new employees, it quickly became clear that there were huge differences in leadership culture and mindset. The rifts ran deep.

In bilingual workshops, a common identity was developed, and a positive mindset was established. Creative problem solving was initiated and production processes were optimized. By getting to know each other and communicating in a more appreciative way, trust and collaboration was massively strengthened. During this two year process, the new corporate values were translated to all levels of the organization so that employees could find meaning in them.

Leadership talents were discovered and promoted.