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Cultural Alignment

Morgan Clarke’s Approach

Phase 1

  • Interviews were conducted by Morgan Clarke identifying three key themes; the absence of vision, poor communication from the leader population surrounding the integration, and different reporting structures and metrics within the two teams
  • We recommended that the business resolve areas of uncertainty, ensure that incentives and working practices were brought into line and that the senior team clearly define a less ambiguous structure, work up a clear view on the future, and resolve unanswered questions on management information, reporting and metrics and along the way

Phase 2

  • We worked with the leadership team to build a shared view of the future, facilitate a resolution of the issues, and a plan to exploit opportunities. This was followed by a major team event, bringing together all the sales managers to resolve differences and build closer collaboration for the future
  • At the pivotal team event for around 50 people which was facilitated by two senior Morgan Clarke consultants, the vision and strategy for the new integrated business was communicated to the sales managers and they were invited to work through the implications, capturing areas of agreement, exploring remaining sources of tension and as much as possible resolving the issues during the course of a very motivational day
  • The final activity was to build a joint action plan for future co-operation and good working relationships

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