| Articles » Creating a Common Culture and Processes After a Merger |
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Creating a Common Culture and Processes After a Merger |
| by Michael Stanleigh |
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Applying effective processes coupled with experienced facilitation can deliver effective, no nonsense solutions to problems quickly and efficiently.
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Business Improvement Architects set out to improve the way in which business people work by teaching them better approaches and processes and helping them to become self-sufficient to implement their core strategies effectively. We have always taken great pride in delivering high client value and generating positive organizational results with effective processes coupled with experienced facilitation. |
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When SGS Automotive, a leader in vehicle inspections, recently merged two companies; one from the government vehicle inspection industry and the other from the commercial area, they experienced a challenge to integrate two different cultures and types of customers and different quality program requirements. Preservation of tacit knowledge, employees and literature are always delicate during and after a merger. Strategic management of all these resources is a very important factor for success. |
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| And so SGS Automotive sought Business Improvement Architect’s guidance to help them develop a new quality strategy that would extract a common quality culture and processes. |
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SGS Automotive serves off-lease, new car, rental car and auction markets. Their clients include the major vehicle manufacturing companies, their affiliated financial services firms, major rental car companies and major vehicle auction sites.
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Business Improvement Architects facilitated a strategy planning meeting to help SGS Automotive create a quality vision, plan and strategies for their division. According to Dr. John Rogers, Vice President Operational Excellence, “The strategy sessions and Michael’s experience was invaluable. Michael provided the road map on how to move from our current position to develop a plan for the quality goals for the combined company.” |
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| Creating a common vision and strategy after mergers is an important step for leadership to take to ensure a merger is successful. Using a qualified professional consultant to provide expert guidance and a “roadmap” for how to move forward will get you the end results you’re looking for quickly and effectively. |
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| About the Author |
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| As President and CEO of Business Improvement Architects, Michael works with executives and senior managers around the world to help them improve operational effectiveness through strategic planning, leadership development, project management and quality management. He has been instrumental in helping his clients reduce waste and increase efficiencies and profits with his clear processes and quality approach. For more information about this article you may contact Michael at mstanleigh@bia.ca |
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| © Business Improvement Architects, MMXI |
