• Problem

    Problem

    Following a large-scale merger, a multinational pipeline and energy company faced challenges integrating two distinct organizational cultures and operations. Leadership teams were misaligned, middle managers were unclear on new roles, and frontline employees were anxious about changing workflows. Without focused intervention, synergy targets were at risk.

  • Solution

    Solution

    We developed a change strategy that addressed leadership alignment, communication breakdowns, and cultural integration. The approach combined top-down clarity with bottom-up engagement — helping leaders lead with purpose while ensuring frontline staff felt informed, included, and supported.

  • Implementation

    Implementation

    We conducted leadership workshops to co-create shared vision and values across both legacy organizations. These sessions uncovered critical tension points and fostered alignment on key decisions.

    Next, we facilitated role-mapping and communication cascades for all functions, helping clarify "who does what" in the new structure. Town halls, pulse surveys, and change agent networks were launched to listen, respond, and reinforce changes in real-time.

    Training programs focused on both operational shifts and behavioral change — helping managers manage resistance, lead through ambiguity, and maintain productivity.

  • Impact

    Impact

    • 30% improvement in leadership alignment scores within 3 months
    • High adoption of new roles and workflows across all corporate and frontline employees in Canada
    • Post-merger turnover reduced by 18% compared to projections
    • Integration timeline accelerated, with business continuity maintained throughout