Creating A New, AGILE Operating Model During Post Merger Integration

Challenges and tasks

Following a merger, a Life Sciences company had two commercial operations groups in different locations where the legacy companies were headquartered.

Employees of both units got nervous about potential job losses and clash of cultures instead of focusing on productivity and reaching synergy effects from merger.

OXYGY's Approaches

• Introduction of agile ways of working and facilitation of adaptation of them to the realities of the company.
• With agility as a key priority, OXYGY facilitated the leadership team’s identifying of capabilities needed to successful implement the new operating model, analyzed the gaps and took steps to close them.

Outcomes and value created

• OXYGY helped to bring together two similar departments and ensured development an inspiring common vision.
• The commercial operations leadership team articulated a compelling vision of their contribution to the overall business. They agreed on criteria by which to judge organizational alternatives, developed those alternatives and selected the best fitting solution.
• Allocating investments to help employees polish their personal brand provided individuals with a meaningful and portable benefit.
• The integration and new, more agile ways of working were highly successful, and the commercial operations team won a company award for their achievements. In an industry-wide event, the results and approach were recognized with an innovation award.
• Equally important, all those who participated in the transformation became stronger leaders and champions of change through this hands-on experience.

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