Merger & Acquisition: Retail & Investment Banking Function


Organisational Challenge 

A large Global Financial Services company had, acquired part of a Retail Banking division. The intent was to merge this with an existing function of their Investment Banking arm, creating a new 500 people department across 3 sites in Western Europe and the UK. The merger was undertaken to leverage economies of scale to generate financial benefits



We supported the leaders to implement the integration process by:

  • Mapping cultures, mindsets and leadership practices in both entities, to identify similarities and differences
  • Identifying core requirements for full integration and merger
  • Facilitating the design of a transition map including a new operating model
  • Providing expertise to facilitate the merged entities into new structural model
  • Identifying workforce mindsets enabling a complete redeployment of all resources into the new entity and other parts of the business function, with no redundancies
  • Analysis of the capabilities and motivations required in sales versus operational roles, and facilitating the migration of people to increase job satisfaction, client engagement and profitability



A new global division was created in 6 months. With fully integrated operational practices, service standards and new/different approaches to client sales and relationship management


Long-Term Impact

Revenue increased by 20% in 9 months, due to improvement of client services, employee engagement, operational efficiency and the development of cross cultural integrated partnerships