Case study.
Navigating an acquisition.
Challenge
A highly successful mid-market IT consulting company was embarking on its first major acquisition, which would double the size of the business and expand its service offerings. A private equity firm from the Bay Area was funding the acquisition and failure was not an option.
The acquisition had a number of challenges: the location of the primary facility, the different practice areas, the engagement of the leadership team, and the profitability of the acquisition.
The CEO looked to us to help integrate the two companies in a way that would successfully tap the talents of the management teams from both organizations.
Through our work together we effectively integrated the services, facilitation, and training of the two companies. In addition, we created communications strategies that modeled future change management essentials. The overall goal was to align the merged organizations to embrace the new direction and cultural values with speed and focus. To do so, we interviewed over 70 leaders to identify the core cultural elements of the newly merged company.
Results
The two companies successfully transitioned through this major change event. Because of our work together, leaders were aligned in how to move the company forward and employees were on board with the new direction. All employees had a rich understanding of how they could contribute to the newly merged company's competitiveness and success in the marketplace.
A highly successful mid-market IT consulting company was embarking on its first major acquisition, which would double the size of the business and expand its service offerings. A private equity firm from the Bay Area was funding the acquisition and failure was not an option.
The acquisition had a number of challenges: the location of the primary facility, the different practice areas, the engagement of the leadership team, and the profitability of the acquisition.
The CEO looked to us to help integrate the two companies in a way that would successfully tap the talents of the management teams from both organizations.
Through our work together we effectively integrated the services, facilitation, and training of the two companies. In addition, we created communications strategies that modeled future change management essentials. The overall goal was to align the merged organizations to embrace the new direction and cultural values with speed and focus. To do so, we interviewed over 70 leaders to identify the core cultural elements of the newly merged company.
Results
The two companies successfully transitioned through this major change event. Because of our work together, leaders were aligned in how to move the company forward and employees were on board with the new direction. All employees had a rich understanding of how they could contribute to the newly merged company's competitiveness and success in the marketplace.