Challenge
Two companies in the food and beverages sector were entering a merger of equals prompted by shareholders who wanted to grow the business globally. Fierce competitors, the two companies had very different cultures: One was hierarchical, the other entrepreneurial.

Solution
By making an early investment in learning, the new organization could begin to break down the barriers between the former adversaries, establish a shared culture of collaboration, and extract value from the merger more quickly. Leaders would play a crucial role: By modeling the values of cooperation, mutual respect, and business focus, they would set a clear example for the rest of the organization to follow.

Outcome
As a result, cost savings and growth opportunities both exceeded expectations. The value in cost savings, increased productivity, and new efficiencies unlocked by the merger was 30 percent higher than the stretch target set by the integration office and board.