The Brief
The assignment was to manage the integration of a business-critical acquisition for this international Enterprise SAS organisation
The key success measure was the retention of engineering and product talent
Our Perspective
Cultural understanding of the acquired team was the key to success (read more)
Investing structured time getting to know influencers in the acquired teams allowed a tailored approach to meet the expectations of new employees
The People Team was upskilled and resourced to provide professional and personal support to the new employees
An effective and efficient, multi-disciplinary working group worked through the “long tail” of the project
Our Actions
Co-created a communication approach with new managers (read more)
Built career plans for all new employees that were embedded in the new team structures
Minimised uncertainty and resistance to change by acting with transparency & speed
Found opportunities for the new teams to be visible and influential in the acquiring organisation
Our Impact
Achieved 90% retention of technical employees (read more)
No interruption to the delivery of the product roadmap
Agreed a sustainable team structure, which seamlessly integrated in to the acquiring organisations’ operating model
Delivered in line with the integration budget
“Getting to know a new employee community, separated by geography, history and expectations was daunting at first. This technically talented and fiercely independent group of people were loyal to their founder and proud of their reputation with their customers. Joining a larger, more complex organisation was a challenge for them. I continue to see (with immense pleasure) the careers that were enhanced by the acquisition and the products that were developed – all because we found creative ways to retain our technical talent.”
Rachel Mooney