Case study
Post-merger cultural issues threatened to jeopardize a deal between this global mobile operator and a large European provider. We recommended a series of workshops to address cultural issues and worked with executives to define a new "desired culture" based on the company’s strategy. More than 200 initiatives were implemented to close the gap between current behaviors and the desired company values.
A global mobile operator had merged with a large European provider, but cultural differences threatened to jeopardize the company's ability to capture the significant revenue and cost synergies identified as part of the merger rationale.
MobileCo* needed to identify these issues and achieve cultural integration to deliver the merger's expected benefits.
Bain created a cultural integration process that had two main objectives:
The approach was driven around workshops and briefing sessions facilitated by an effective survey process.
An important key to addressing cultural issues was to involve all employees at different stages.
Executives agreed upon a new culture using elements of both MobileCo and MergedCo* to create the new 'desired culture' that was better suited to achieving the company's strategy.
Vision/desired state
Actions/initiatives
* We take our clients' confidentiality seriously. While we've changed their names, the results are real.
