The client acquired its largest competitor. However, due to a legacy of aggressive competitiveness, contrasting cultures and vastly different processes they were having a tough time integrating and plugging an exodus of top talent from the acquired firm.
“GUILD created an integration project team comprised of personnel from various departments of both organizations. We rapidly created high-level AS IS and TO BE process maps for various processes and developed a shared, final state process.
Then team after team, we trained the staff on the new processes. We also worked closely with the operational leaders to ensure the two teams were ready to work as one going forward.
Finally, we set a target date to sunset the technology platforms supporting the inherited processes, and by doing so, set the end date for those processes.”
The staff in the acquired organization valued the clarity of our methodology and knowing what the end goal was. The entire organization benefitted from weekly updates on the progress and what was still outstanding. Top management was able to support the project team with major roadblocks. The integration was formally completed within 1 quarter of project start.
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