Team engagement following the merger of three airlines

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Problem:

Three airlines had merged and were now owned by a fourth. Management and departmental teams were reshuffled: the technical department was dominated by members of one former competitor, while customer service was led by another, and so on. People were unprepared, unwilling, and unable to listen to one another, collaborate, share information, or work together effectively.

Action:

With a team of professional facilitators and business trainers, we developed and implemented a change management program that included a series of assessments followed by training sessions for top management, middle management, and selected project teams, along with ongoing post-project support. We trained C-level executives, directors, and managers to make joint decisions, see each other as partners, offer mutual support, and find satisfaction in their collaboration.

Result:

The results surpassed expectations. In addition to the anticipated improvements—such as a higher NPS among customers and increased employee satisfaction—the company also saw a reduction in equipment breakdowns, fewer sick leaves, and significant cost savings from decreased errors and operational failures. The project is ongoing and currently in maintenance mode.