CLIENT CASE
Achieving a more cohesive culture after acquisitions and rapid growth
1. The challenge
A tech company, focused on improving social and environmental sustainability in the construction industry, had been on a journey of rapid growth due to multiple acquisitions in a short time. The new subsidiaries were based in several countries and all had distinct cultures. The management team saw a need to align the group around shared values and leadership principles to ensure cultural health and cohesiveness.
2. The response
We supported the HR function in auditing the subsidiaries' different cultures to understand their strengths and weaknesses. Group-level values and behaviors were designed to unite around central principles while allowing differences on other issues. We also helped the management team integrate leadership training focused around three leadership principles and habits essential to the company's cultural health.
3. The journey
The values, behaviors, and leadership skills were recently introduced to fantastic feedback from across the company, with a high level of buy-in. Key processes that should support the values and behaviors are being introduced to help the subsidiaries operationalize the values.
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