Following the acquisition of an Indian pharmaceutical company by a large Israeli pharma group, the merged entity brought together senior leaders from both organizations into a single top management team.
While the strategic rationale of the merger was strong, day-to-day leadership execution began to suffer. Differences in working styles, decision-making approaches, and organizational expectations led to friction at the top, impacting speed, trust, and effectiveness. The critical challenge was to integrate the leadership team quickly so the business could focus on new growth and integration priorities.
Outcome
- A more cohesive and aligned top management team
- Improved collaboration and decision-making across legacy organizations
- Renewed energy and commitment to common business goals
As the Managing Director shared post-intervention:
By strengthening leadership alignment early in the merger journey, the organization was able to stabilize execution and focus on realizing the full value of the acquisition.
“A wonderful experience wherein representatives across the organization participated together and are truly energized to take the organization to a much higher platform.”
Mr. V.K. Batra, MD, Regent Drugs Ltd