This global manufacturer had recently completed a big merger to create a key business unit and had an aggressive schedule to get the new combined entity fully integrated. They needed to rapidly create clarity around roles and responsibilities, develop a new operating model, create a new culture that pulls the best from each, and capitalize on the operating strengths of the two legacy entitles to accelerate time to value.


Bates advised and facilitated the newly formed leadership team to launch their go-forward plan. We helped the team to create a collective definition of their roles and functions in the new organization. We worked with them to clarify the design and execution of culture change plans. We advised the CEO and COO – each from a different legacy organization – on their challenges and working relationship to enable them to work together successfully and faster.


The leadership team – and the enterprise – were able to capture and preserve the operational strengths of each organization, and ultimately deliver on their aggressive revenue and integration targets and goals for the newly merged unit. The business unit merger integration was so successful it has become the benchmark as the enterprise looks at new acquisitions.


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