Optimal Executive Team Performance
After a merger of two pharmaceutical companies, the new top senior team consisted of 50% of managers from the acquiring company and 50% of managers from the acquired company. As conflict and dissatisfaction increased throughout the new organization, it became evident that the different cultures and ways of doing business were the reason for this problem.
Focus group discussions and interviews with individual managers laid the groundwork for a team-building workshop off-site. During this process, intensive coaching and feedback was provided for all team members.
The team-building effort succeeded in improving the communication throughout the organization and helped the team develop a new spirit of mutual cooperation.
