 Client
Singapore office of a global investment bank
Requirement
Following the acquisition of another bank, to blend together the two Singapore-based Operations teams into one.
The Oakwood City approach
Opportunities to work "offsite" with the group were limited. We agreed, with the operations manager, dates for a weekend during which we could work together, away from the workplace. The two groups worked in offices in different parts of town. The weekend date was chosen immediately to precede the physical merger of the teams in the same location.
Preparation for the weekend included:
- Extensive interviews with the Operations manager to establish details of post merger structure, location, roles, responsibilities etc.
- 1-1 interviews with all members of both teams, to get to know them and to understand their concerns and expectations.
- A series of "brown bag lunches" for members of both groups, comprising: Q & A with the Operations manager, brief presentations by members of both groups on day-to-day work and issues, and seminars, led by Oakwood City, on aspects of personal communication, self-management, coping with change and managing pressure.
We ran the weekend essentially as a series of practical, collaborative activities. They ranged from light hearted prize competitions between small mixed groups (construction tasks, business simulations) to joint brainstorming and planning on the real issues that would need to be addressed during the first three months of the merger.
The final simulation engaged the entire group in making a pitch for a competitive tender, assuming that the Firm was to outsource Operations. They prepared their strategy and made the pitch to an actual Board member - convincing him that they were the best for the job!
The group took the output from the brainstorming and action planning into their new workplace. They collectively monitored their progress at weekly meetings, while adding new goals and plans into the mix.
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