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

 

Approach

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

 

Outcome

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