In the European supply chain of a company in the chemical industry, two independently managed business units were to be merged in order to generate synergies and reduce the management headcount.
In addition to managing the restructuring effects, the particular challenges in this project were the handling of two completely different business unit cultures and the selection and development of the new international leadership team.
As all management functions were in principle duplicated, the managers for the new business unit first had to be selected. The HR interim manager organized development workshops for this purpose. He made sure to nominate managers from both areas.
He then supported the new international management team in developing a new business strategy and HR strategy. He accompanied the management team at workshops in which the managers were introduced to the employees of the European business unit.
The interim manager supervised the leadership training process and the team development measures over a period of two years. The business unit is now extremely successful within the company and is regarded as a role model for leadership and organizational culture.
