| Client Background |
Business Challenge |
| $80
Billion, 35,000 employee Fortune 50 global energy company
during the first thousand days of major merger. |
Assets and org chart were
attended to, while people issues and cultural differences
were neglected. Within 6 months of the merger, major
conflicts between key managers and employees were beginning
to affect performance and safety issues.
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| Objectives |
Approach |
| |
Assessment
One-on-one confidential interviews revealed five areas of concern:
- Confusion and resentment regarding key operational
issues.
- Missing a reliable process for working through
these issues in a collaborative way.
- Inconsistent, fragmented
and in some cases, non-existent communication.
- Key relationships
were broken and not being actively addressed.
- Vacuum of
leadership to address the above concerns.
Interventions
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| Results |
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Examples of specific
projects include:
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