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Organizational Change Management CAse Study


The Situation 

The CHRO of a major medical devices company was under pressure to support functions, business units and regional organizations undergoing significant change due to a major acquisition. Organizational change associated with M&A integration had been managed locally through deal close, creating potential for poorly coordinated activities and confused associates. Mid-level staff expressed increasing frustration about clarity of objectives and insufficient alignment associated with timing and impact of change actions.  Finally, the two merging companies had major differences in their everyday culture – decision-making practices, collaboration and speed-to-action – that led to team friction across the new organization.


THe Approach

A conversation-based assessment of all impacted stakeholders led to adoption of four key outcomes to guide the change process: 

  • A consolidated & deployed enterprise tool kit for change management activities 

  • Competency development for HR Business Partners to support their leadership teams in implementing change. 

  • Coordinated strategic change communications. 

  • Integration of culture change aspirations into change management activities. 

An organization change management (OCM) core team was established with representation from stakeholders across the enterprise. This team was accountable to the management committee for development, coordination and execution of change plans.


The Results

Coordinated change communications launched with oversight of the OCM core team delivered a company-wide foundation for integration activities.  This clarified timing and impacts of change to the broad associate population while aligning managerial accountability between business units, regions and functions. 

HR business partners learned and leveraged change tools in a shared toolkit, giving a common approach and feel to a wide variety of activities from stakeholder assessment to local pulse surveys

Achievement of all financial synergy targets associated with the integration with a minimum of regrettable talent loss

Establishment of renewed cultural values for the combined company including expectations for associate and leadership behavior provided a unifying focus for the human side of organizational change.