Prior to the merger of two large pharmaceutical firms, management of the acquired company faced reduced productivity & morale and the loss of key people. The challenge was to take a quick reading of the organization and effectuate a transition plan that would help employees productively manage the change to the new organization.

Developed and implemented Human Resources transition plan including: integrated communication process with an interactive computer kiosk; modified opinion survey feedback methodology to solve productivity/motivation problems; innovative succession planning process to identify key employees and enact retention incentives; and methods for harmonizing corporate cultures.

• Exceeded first-year sales and profit goals, and launched two major new products.
• Retained over 95% of identified key and high-potential employees.
• Improved productivity.
• Reported increase in trust, confidence in management and positive perception of the merged company by majority of employees taking part in culture-merger process.