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Case study

Management and transformation team reduce waste and conflict in a merger project

Two companies in the telecommunications industry, c. 20,000 employees

  • Management
  • Merger & culture
  • 550 leaders in 4 weeks
Illustration on the culture clash in a merger

Starting point

Two companies were to merge and be transformed into a single, high-performing unit. Because they had previously operated in different market environments and differed structurally, both sides knew that a culture clash was possible. What nobody knew, however, was why and exactly where.

Solution

Within just four weeks, Clarity held conversations with more than 550 leaders from both companies, focusing in particular on the merger's potential fault lines. An intensive preparation phase and the involvement of the works council ensured a high level of acceptance.

Impact

The results report serves management as a map throughout the two-year transformation process, which intrinsify is supporting. The stumbling blocks have been out in the open ever since and can be raised and dealt with proactively in dedicated workshops.