M&A: re-organisation of organisations
As part of an acquisition of a major competitor in the Nordic market, a transformation of local go-to-market organisations and establishment of central cross-market functions had major impact on the employees.
Organisational Change Management – Manage the change
Norway, Sweden, Denmark and Finland
Transformation after acquisition of competitor
After acquiring a major competitor, the local Nordic organisations of a fast-moving-consumer-goods company needed to be re-organised in a new go-to-market set-up which included several cross market functions. This was done in order to facilitate realisation of operational and market access synergies.
The transformation had significant impact on employees in both local and central organisations. New processes and roles needed to be implemented. Many employees had to work with a large range of new products. The power dynamics between the organisations were significantly shifted. Many long-standing colleagues were let go. All this while sales were required not to drop.
The challenges were met through three main focus areas:
- Creating change management capability on all management levels – 40 executives and managers received training and coaching on their role in the transformation process
- Managers in central and local organisations managed the change through specific road maps and structured follow-ups on required transformation results
- Task forces were set-up to deal with special challenges identified through follow-up with managers and employees
Evaluation 12 months after the acquisition: Planned monetary synergies have been realised, sales are ahead of plan, and additional value creation potential has been identified