Client:
Texmo Blank
Timeline:
9 Months
Align With Leaders
The Texmo Group and Feinguss Blank were two of the biggest precision castings companies in the world. And so when Texmo bought Feinguss in 2023, it created a new manufacturing giant, with 1,750 staff across five countries in three continents.
We looked at analogous mergers – both successful and seemingly less-successful examples. We discovered that many consultancies have a similar playbook for how to bring two big companies together, but we felt they were all too narrow, focusing too much on short-term activity rather than long-term integration.
So, working with the leadership group, we created our own four-stage framework – Anticipate, Influence, Inform and Involve – to guide the strategy and focus on how we wanted people to feel at each stage of the journey.
Become The People
One of the most interesting challenges was that this deal was extremely confidential, and only a very small number of senior people knew what was happening. That meant we couldn’t speak to employees and customers, as we usually would, to understand how they might view the changes.
And so we had to think more creatively. We went deep into the Glassdoor reviews from employees who had gone through big acquisitions, to glean first-hand insights about what they liked and what they didn’t.
With our in-house behavioural scientist, we also created a COM-B analysis, which used data and cultural insights to identify the barriers that might prevent new employees embracing the company’s new direction.
All of this allowed us to create an holistic strategy which would present and position the merger in the most compelling way, built around the many values the two businesses already shared.
Create New Solutions
To bring the strategy to life, we had to engage people on different levels, inspiring excitement and allaying fears. We worked hard to reflect the care and consideration that had informed the whole process in every new touch point. These included:
Deliver Sustainable Change
As we identified from the start, acquisitions that succeed involve long-term thinking that goes way beyond the official announcements and launch events.
We created a set of deliverables that empowered the new teams to drive integration, and create a genuine dialogue between employees and leadership in the weeks and months to come. These included:
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