The Collaboration Challenge

Two essentially equal competitors
need to integrate seamlessly

The Challenge

A division of a global consumer products company purchased an equally sized competitor. The task at hand was to integrate the best of each organization's systems, processes, policies, practices, and people, with minimum disruption to either entity.

Analysis

In this situation, the newly appointed CEO wanted to establish a collaborative working relationship between the organizations from the outset. Traditionally, businesses in this position seek outside help to identify and then
integrate best practices across the combined organization. The purchasing company takes the lead, "picks the
brains" of the bought-out company, and proceeds to establish the culture and practices. When redundant
positions in each organization are combined, the selection of candidates to be retained generally has favored the
purchasing company. Not exactly collaboration."

The HCp Solution

Collaboration was needed more than mere integration. To reach "Best Practices," the focus had to be: what makes us different from one another is so much less important than what makes us alike. A more authentic conversation had to be established to demonstrate trust and a willingness to hear other points of view. Perception and emotional filters were recognized, examined, and understood to allow the building of trust within each company.

HCp developed and facilitated this process of relationship building - using open dialogue to bridge the differences and to encourage creative solutions from within.
         
Results

Through the open dialogue, the design of an optimum organizational structure was established. Processes were simplified; best practices identified. The new operating style became "challenge current thinking without resentment".

Key outcomes