- Theory: Mauer Resistance, Maurer Theory, The Leavitt Model, Daniel Goleman, Kotter Theory, Management or Leadership
- Languages: English (US),Danish,Dutch
- Duration: Multiplayer (facilitated): Min. 4 hours. Singleplayer: 1 hour
Let one of our certified consultants help you getting started with guidance and inspirationCLICK HERE
This is a case about the complex change which a merger often represents. A lot is at stake when two organizations, two cultures and two professional identities must find each other and create something new out of the old. In this case, the IT-companies ITC and Nordit, which are almost equal in size, are merging. Both ITC and Nordit have been facing challenges. Both have experienced stagnating markets and a decrease in numbers and size of the IT-projects they sell. Both companies have also witnessed how more and more of their technologies are being copied or outperformed by competitors. On the paper and in the headlines of the agreement between the two companies this is a merger. In operational reality, ITC is acquiring Nordit and the CEO of ITC takes over the leadership of the new company. As from then, the merged companies will exist under the name: The new ITC.
You take the role of a department manager of the new and merged Project Department in the new ITC organization. The case begins as the merger has been confirmed and the contract just signed. You have already been appointed a new group of employees. Among them, half are from ITC and half from Nordit.