An organisation had acquired a smaller business as part of its operating division. Change was needed to bring about the necessary outcomes required by stakeholders however there was a great deal of resistance from the ‘new’ business.
It was apparent that integration of one of the teams in particular was not going to be achieved unless a more pro-active approach was taken. Focus was on changing the processes and procedure to align them with the wider division. Through engaging the team it ensured that they felt part of the change, had a say in how the change was happening and that they bought into it. They were able to see how the changes would improve the business and making things work better for their own team.
The approach was so successful it was replicated in other areas of the business.
- Integration achieved.
- Staff engaged in process.
- Sustainable improvements.