Projekte | Mergers

Integration of the IT subsidiary of two oil companies

Challenge

The top management of a merged company in the oil industry encourages integration through intensive cultural work at management level. Following the outsourcing of IT functions from the parent companies to a common IT subsidiary company, the effects of cultural differences became very clear.

Methods used

In order to avoid a loss of efficiency and to assure the integration of the new company, a culture workshop took place under the guidance of oezpa and within the framework of an ongoing change management process.  Establishment of an internal and external image of the cultural origins. Comparison of views and dialogue on differences. Team coaching of workshop participants.

Results

Within the scope of these workshops, the management was sensitised to the cultural aspects of the merger through intensively coached reflection on their cultural origins.

Culture measures were specified for the improvement of cooperation and communication

(e.g. weekly management meetings, foundations for dialogue with staff, management info-ticker).