A large Software Company had acquired two smaller software companies in an effort to broaden their offerings in healthcare. Several months into the merger, they were still failing to seize the benefits of their acquisitions. The companies were fundamentally different in their cultures and operations and as a result it had been a difficult transition. Leaders from each of the 3 companies were at odds. They needed to align on the strategic vision for the growth of the combined company without jeopardizing customer relationships.
The Chairman of the Board brought us in to conduct a Syntegration to help them build the shared mission, vision, and values for the newly combined organization and to instill excitement about the opportunity to make a positive and powerful impact on society by transforming healthcare.
As a by-product of creating a go-forward plan in a highly productive and collaborative way, the leaders once and for all established the rapport and trust they needed to perform as a unified team. This was an inflection point for their post-merger integration.
Subscribe for all our latest Forbes articles, whitepapers, and more.