Managing dual transformation – in crisis mode

Challenge

A real estate company is undergoing a twofold transformation: post-merger integration is formally being completed during the Covid-19 pandemic. However, the integration of the new partners in terms of structure, cooperation model and organisational culture is still at very different stages. To make matters more difficult, several markets and business areas are rapidly deteriorating after a long period of stability, while the requirements for ESG-optimised real estate portfolios are increasing. The post-merger integration should therefore be completed quickly, but still harmoniously.

Solution

• Scoping the project, defining strategic directions in line with Group requirements at EU level

• Establishing transformation architecture and staff

• Organising and supporting a participatory process that identifies the best opportunities for realignment and reorganisation across all organisations involved in the merger

• Supporting the design of new structures and collaboration models

• Multi-year transformation management that supports the implementation of the concept in both central organisational units and regional locations in Germany

• We are managing this mandate together with partners from the Shift Collective.

Outcome

• Entire management team supports realignment and reorganisation as a joint development

• Realignment and reorganisation in the German market completed and supported by strategic projects

• New collaboration models initiated at regional and supraregional level

• Feedback from employees and partners is valued and incorporated iteratively into organisational development

• Managers and employees are well prepared for the upcoming learning and stabilisation phase.