Telecom supplier's merger integration and path forward
Recently, two global companies merged to form a market-leading telecommunication equipment supplier in wireless networks and operator services. This large, combined company operates around the world in most countries.
Challenge
The merger was followed by a period of lay-offs, low morale, and walk-outs. To counter this environment and embed a high performance culture, the new company embarked on a "Values Journey."
Nearly 10,000 employees participated in a 72 hour virtual, global discussion to explore the company's future values, behaviors, and ways of working. The challenge was to then distil this discussion, highlight key themes, define company-wide values and behaviors, and determine ways to embed them in the new organization.
Approach
A. T. Kearney helped set up and support several working groups, which comprised 200 staff from 40 countries. The groups' objective was to further define these values and bring to life.
Specifically, the working groups implemented a two-phase approach:
- Generate ideas to improve and change processes
- Develop action plans, including pilots, to implement the changes
Results
After a low-point in employee morale, this initiative motivated and positively engaged staff. They went from dwelling on cultural differences and merger-related problems to a focus on looking forward.
The initiative also provided the new company with it's future values, and gave senior leaders a transformation mandate from the merged organization.
Contact
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Jan Stenger is a principal in A.T. Kearney's Frankfurt office.
