Diagnosis of situation: A major German player in the global insurance industry faced a significant challenge when acquiring a local American insurance company. The merger resulted in duplicated responsibilities across key functional roles (i.e. two Chief Financial Officers (CFOs), two Chief Human Resources Officers (CHROs), etc.) This redundancy created confusion to make decisions and compromised efficiency. 

Implementation:  The company needed a solution to assess its executive team and create a new organizational structure that would integrate both teams seamlessly under a single brand. Our organizational consulting approach began with a comprehensive analysis of the existing structure and communication channels. We conducted a thorough diagnosis, including talent mapping and a departmental functionality review. To address the challenges, we implemented a succession plan, established real-time feedback, updated the onboarding process for new executive roles, and provided individual coaching to key personnel.  

Results: The results of our organizational consulting efforts were transformative for the company. This new structure facilitated more efficient decision-making and enhanced communication throughout the organization. The unified brand presence in the American insurance market strengthened the company’s position, fostering growth and success in its expanded global operations. The company’s ability to adapt and align its organizational structure effectively positioned it for continued success in a competitive industry.