• Better understand the difficulties encountered during integration and how to overcome them
  
• Co-ordinate the new individual and joint goals and develop a more transversal operation
  
• Redefine the objectives and work approaches to be more adapted to the new team and the new scope of the overall corporation
  
• Analyze convergences and gaps between the two cultures (through an audit undertaken before the workshop) and define an integration plan and communications strategy
  
• Set the foundation for redefining the policy for skills management.
  

The ICM action plan:

Run a Culture Bridging Fundamentals © Questionnaire and focus group to identify common values

Run a series of face to face interviews with executives from both sites in order to identify their expectations, fears and hopes for the merger.

Three-Day Executive Team Building :
This seminar allowed the managers to agree on :

• A shared vision of their common future
  
• Key priority business objectives and an action plan
  
• Management processes and ways of doing things within the team
  
• A clear code of conduct and a set of values.
  

During the seminar the participants were able to develop their relationships with each other. Afterwards, an internal communications plan allowed the subsidiary to cascade all these decisions down into the organization. A comparable program was then applied to other subsidiaries in order to implement global integration within the Group (Scandinavia, Austria).