Following the merger of a U.S. and Swiss medical technology manufacturer, differences in organizational philosophies and cultural approaches led to significant delays in product launches. A structured integration plan was implemented to align teams, streamline processes, and restore momentum, ensuring a smoother transition and sustained operational efficiency.
Challenge
Despite a complementary product portfolio, the newly merged company faced challenges in uniting its Marketing and Development teams. Differing legacy processes, contrasting approaches to engineering and marketing, and a lack of mutual cultural understanding created barriers to effective collaboration. These misalignments resulted in delayed product launches and hindered the company’s ability to realize the full benefits of the merger.
Implementation
A comprehensive assessment identified key organizational and cultural differences affecting integration. To address these challenges, discovery and design workshops were conducted at all levels of the organization. These sessions uncovered inefficiencies, fostered open dialogue, and enabled the co-development of solutions based on best practices from both legacy entities. By leveraging proven methodologies, a tailored approach was designed to align teams, improve collaboration, and establish a unified operating framework.
Achievements
The structured integration plan successfully enhanced the effectiveness of the cross-national Marketing and Development function. Within four months, 80% of the delayed product launches were back on track, and team cohesion significantly improved. By fostering alignment and cultural understanding, the company established a more cohesive, efficient, and high-performing post-merger organization.
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