Case 01

Post-Merger Transformation

Client: Public Utility Organization

Context

The organization underwent a merger of three different entities while simultaneously transforming from a regulator into a public service operator.

This shift required the integration of systems, strategic direction, and work culture as a new organizational foundation.

Challenge

 Historical differences in:

  • Work systems
  • Leadership styles
  • Values and work habits

There was also no consistent reinforcement mechanism or strong role modeling from leadership.

Our Approach

We conducted an organizational diagnostic to map the existing culture and identify gaps in the current working culture.

Together with leaders, we:

  • Formulated new values and cultural aspirations
  • Translated them into Key Behavior Indicators (KBI)
  • Integrated the KBI into leadership systems and performance management

The intervention was reinforced through executive coaching, capability development, experiential alignment sessions, and a follow-up measurement six months after the culture launch.

Impact

  • The new values were established as the organization’s foundation
  • Behavioral shifts began to emerge within 6–9 months
  • Cross-functional alignment improved
  • A more consistent cultural foundation now supports the transformation agenda
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