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Executive Team Development following Merger

February 25, 2014 - In Assignment Portfolio, Strategic Change and Organisational Effectiveness Assignments - No comments yet

Topics Covered: 

Worldwide Banking Corporation – Principal Client: General Manager of the Products Division

Business Issue

A major banking corporation merged its banking products and financial services organisations.  Our help was requested to develop cohesion, leadership and team effectiveness among the newly formed executive team and to lay the foundations for developing the whole organisation.

How we helped

We conducted an organisational diagnosis using our Organisational Effectiveness Questionnaire (OEQ).  This compares current reality with the desired competitive position in relation to business purpose and direction and the alignment of organisation structure, processes and systems, culture and people and so provides a gap analysis.  This was complemented by a peer review among the executive committee members, following which confidential feedback was given to each person.

Outcomes and Results

An Executive Off-Site was run at which a gap analysis between current reality and the desired position was presented, discussed and agreed along with our recommendations for leadership and cultural development.  Following this, action plans for implementing change were formulated.

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