Helping a Newly Merged Team Off on the Right Foot

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained. In particular they wanted the newly formed team to ‘gel’ together, understand the history and culture of the business and discuss objectives for the future.

See more

Background

Background

Background

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The customer is the UK arm of a multinational engineering organisation, delivering innovative and state of the art technological solutions that enable safer banking, travel and improved security across the globe. With over 6000 staff in the UK branches, the organisation recognise the need for a robust and strategically aligned L&D programme, and invest heavily into the development of their workforce.

The Problem

problem

The Problem

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The customer organisation had recently acquired a small, independent company into their portfolio and they were keen to support the entrepreneurial spirit of the new business, while also ensuring that it was aligned with the vision and mission of the larger organisation. To support the transition a team of employees from the parent organisation were transferred to the newly acquired company to help unite the two businesses. However the parent company recognised that by doing so there would be the potential risk of damaging the unique spirit of the new business, and they were therefore seeking a way to help bring the two disparate teams together and establish one united team working towards the same goals, objectives and values.

The Solution

solution

The Solution

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The solution that was developed was a Team Event that involved the entire business. Due to the fact that the newly established team comprised of existing members of the original company, as well as employees transferred from the parent organisation, it was necessary for the team to set the tone for the future and understand what the vision, mission and values would be for the business going forward. Some of the areas to be addressed during the event included celebrating the success of the business, understanding the history and future direction of the business, objectives for the year ahead and team building activities.

The Event

Training

The Event

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The event was a one day session, with the primary focus of helping the newly merged team unite as one. The session was facilitated by an expert in group dynamics. There were also several discussions around the current cultural differences between the two organisations, how to embrace the existing culture, but also how to embrace the support that can now be offered by the parent organisations (e.g. L&D, effective processes, legal support).  The event was run by TLD in partnership with the senior leadership team of the business, this ensured that the not only were the team given the opportunity to learn more about their peers, but also the strategy and direction of the business as a whole. The involvement of the entire workforce within the business ensured everyone felt involved and connected to the ‘bigger picture’, which is a key stage in establishing team unity.

Challenges

Challenge

The Challenges

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The main challenge facing the team was that they were a merging of two very different organisations, and consequently ways of working were vey contrary. It was therefore vital that the newly merged team were given the opportunity to explain and discuss their current ethos, and ways of working. The creation of clarity was one of the primary focusses of the event and to ensure this could occur, TLD deliberately designed a session that comprised of extensive opportunity for discussion, and tasks that would actively stimulate consideration and appreciation of the different approaches within the team. As a result, by the end of the session, every member in the team had a much clearer understanding of their team members, and some clarity around the direction of the business.

Outcomes

Outcomes

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The main outcome of the session was an increased feeling of clarity within the team, and a sense of unity that hadn’t existed prior to the event. By creating a united sense of spirit within the business, the team have achieved much more efficient ways of working, and an improved sense of harmony within the team, which has improved commercial outcomes and supported continued growth within the business.

What the Customer Said

feedback

What the Customer Said

A large, globally operating engineering organisation had recently acquired a smaller company and was looking for support to ensure the growth of the newly acquired business could be sustained.

The feedback from the event was extremely positive, with employees at all levels reporting finding the sessions very valuable, informative and conducive to better team working. Some of the things delegates found most useful included:

“We felt we were able to put our ideas to management”

“Sharing ideas and perceived areas for improvement”

“Speaking with people we didn’t know before without barriers”

“Understanding our customer”

“Briefings from department heads”

“Tasks were good team building activities”

“Helped us to understand what each different team is doing. What do they aim to do?”

Recent blog posts

Developing Strategic Leadership

It doesn’t matter how long you’ve been in a leadership role, there is always something new to learn...

Tweets
Press Coverage

Supporting the agents of change

Change is scary, at least for a lot of people it is. It creates uncertainty and a sense of unease, especially when it’s sudden or not handled correctly...

Enhance Magazine