PRESENTING ISSUE
According to the
President of the merged organization, "this was an ideal merger situation. Each of us
had a dominant position in our markets and together we foresaw the emergence of a national
organization. But within months following the merger, we realized that the cultures of the
two organizations clashed and there was resistance to pulling the two organizations
together".
CONSULTANT
INITIATIVES
The consultant designed the organization groupings to reflect
the original structures of the two firms. The resulting feedback demonstrated that one of
the organizations was inwardly focused strategically, while the other was outwardly
focused.
When I presented the feedback to a general meeting of all the
staff and management, I was able to demonstrate that their differences were actually
complimentary within the strategic framework of the Capability Snapshot. Once they saw
this, the process became easy. We structured a series of workshops, which focused on
understanding, in depth, the strengths and weaknesses of each of the original
organizations within each strategic challenge area".
OUTCOME
SUMMARY
A series of action initiatives was created from the workshops
to help with the integration process. "Once they understood their opportunity they
moved like lightening. I actually was pulled by their energy for change and
improvement," stated the consultant.
A 2nd Capability Snapshot was undertaken just 6
months after the 1st one. By the time it was being processed the organization
merger was finally achieving its originally intended results.
We're back on stream to creating a national firm,"
states the President, "the foresight of the consultant and the Capability Snapshot
did the trick. We are committed to repeating the process annually".
