After a merger of several companies, a new IT unit needs to be strategically aligned, structurally and procedurally developed. The consulting supports the integration of IT departments.
In several leadership workshops, the previous managers are prepared for the upcoming merger. As sponsors, they assume responsibility for the results. Implementation projects with cross-location, distributed teams are formed and guided. The future leadership team is supported as a change team. Several large group events and systematic dialogue rounds support the integration.
Clear, lived roles and effective leadership characterize the change process. The merger goals are achieved.
After a merger of several companies, a new IT unit needs to be strategically aligned, structurally and procedurally developed. The consulting supports the integration of IT departments.
In several leadership workshops, the previous managers are prepared for the upcoming merger. As sponsors, they assume responsibility for the results. Implementation projects with cross-location, distributed teams are formed and guided. The future leadership team is supported as a change team. Several large group events and systematic dialogue rounds support the integration.
Clear, lived roles and effective leadership characterize the change process. The merger goals are achieved.