Culture underpins decision-making in an organization and drives professionals to make decisions and make decisions based on shared beliefs, values, and expectations. The organizational cultural shape must follow and support the strategy, otherwise there is a significant risk of not meeting the business objectives.
In today's rapidly changing business world with new technologies and innovations, companies must constantly adapt to stay ahead and protect business. The way things were done in the past is no guarantee for the future.
In addition to product or service innovation, cultural change is necessary for survival.
It is also necessary to maintain integrity, retain and attract talent. Professionals are now looking for more than just financial security. Especially in the new generation, employees want to know whether they identify with their employer and whether their goals are compatible. The same goes for consumers; they often try to buy from companies that represent their interests.
Organizations must have a strong cultural shape and clearly communicate their values and beliefs to attract customers and senior employees.
The importance of culture also emerges in the context of mergers and acquisitions. Leaders say one of the main reasons businesses lag behind their goals is to neglect leadership. Culture is an important aspect of M&A success and must be evaluated from the earliest stages of negotiation and understood in the specific context of the business.
We believe in "critical culture", not a culture. Our approach helps you define what culture is needed to support your company's strategy and environment, and concludes with strategic action plans to drive change.
Through an interactive process that takes into account the views of all stakeholders, we offer:
A clear understanding of the causes of cultural change and appropriate cultural practices
Identification of existing cultural differences and an appropriate, clear understanding of "on-to" and their trade-offs
Basic Management, leadership and a course of action that includes human resource management
A clear vision of leadership model needed to guide the movement, creating reform and personal development plans compared to today For managers, Change process Our ID One ® process
Change planning and practices, including communication, collaboration, and training.
Aligning culture with business strategy enhances the ability to achieve business goals
Although we have a very robust and structured methodology, as each organization is unique, we always make it flexible to your specific reality. Regardless, we make sure that culture is translated in a very concrete way from paper into practice, considering a wide range of aspects – from managerial processes, to communication channels and leadership models.
CHALLENGE
A Brazilian health insurance company plans to expand in the country and begin serving the public after posting rapid growth last year. To support this process, they need to strengthen compliance and control by increasing qualifications and standards. However, they face the challenge of ensuring that the cultural norms central to their ideas and development are maintained.
APPROACH
Integrate working closely with leadership (conversations with 40 executives) to clearly understand and interpret and follow through what is necessary to preserve the company’s cultural tradition as we look to new challenges and goals.
We have developed a deep understanding of the company’s strategy and future plans, and created a “way of doing” for each employee – the need behavior that defines the company’s main focus on performance analysis.
Considering the accounts of companies that have gone through a similar process, we determine the performance characteristics required by the company according to culture tests and change the nature of the design plan accordingly. At the forefront of this change are a new organizational structure and a unified business management process and pay structure.
RESULTS
The public offering process was very successful. The company has used all its initiatives and continues to be recognized as the best performing company on the stock market.
With our support, companies develop the ability to see the culture, structure and people as important factors that support their ideas and growth.
As the company continues to grow, this leads to more changes and discussion of culture at the management level, improved performance and synchronization of results from the company and its experts.
CHALLENGE
A global food company was acquiring a local competitor three times the size of its operation in Brazil and needed help to plan the integration respecting the cultural differences to guarantee the absorption of the best practices from both businesses to strengthen the new company.
APPROACH
Integration conducted an organizational and cultural diagnosis and defined key actions for the short and medium terms to promote a smooth cultural merger, a stable environment, assuring gradual and successful transition.
Based on the diagnosis, we defined the necessary culture and
(i) successfully implemented an aligned retention plan for 29 professionals (100% directors/ managers),
(ii) launched a Day 1 communication strategy performed for more than 3,000 employees (> 80% of corporate employees perceived the Day 1 as Excellent), and
(iii) developed a culture manual of the acquired company to guide the behaviors of the acquiring company team.
RESULT
The integration was a success, the acquired company professionals felt respected, integrated, and welcomed by the acquiring company.
A new organizational governance and structure was implemented aligned with necessary culture and most importantly the cultural differences were absorbed by both companies; with the positive traits retained.
CHALLENGE
A global food company acquired a local competitor that tripled the size of its operations in Brazil and needed help planning integration while respecting different cultures to ensure that the best practices of both businesses were assimilated to strengthen the new company.
APPROACH
Integration made a diagnosis and culture and identified important short and medium activities to facilitate the integration of culture, a stable environment and make change quickly and successfully.
Based on the diagnosis, we defined the appropriate culture and (i) completed the same retention task for 29 professionals (100% managers/managers), (ii) initiated the communication strategy on Day 1 (>80% of company employees evaluated) Day 1. perfectly) and (iii) established a corporate culture to guide the behavior of the acquired group of companies.
RESULTS
The merger was successful and the professionals of the acquiring company were respected, integrated and welcomed by the accepting company.
In line with the new organizational management and standards, in line with the culture, and more importantly, that the two companies have adopted different cultures; good features are preserved.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
