Case study

Maximizing M&A value creation through culture transformation

Client need 

A leading global energy infrastructure provider recently acquired a key competitor, a strategic move to boost its energy solutions portfolio, expand its footprint in vital regions, and tap into new avenues of growth in the energy transition sector. The acquisition not only broadened the company’s product offerings but also positioned it to capitalize on recurring revenue streams from new innovations. 

Recognizing the critical role of organizational culture in successful integration, the company partnered with BTS during the crucial “first 100 days” period. This approach would proactively address the culture challenges associated with integration, and leverage culture as a catalyst for integration rather than an inhibitor. Specifically, the initiative focused on identifying and addressing potential challenges in combining the two organization’s ways of working. By proactively managing these cultural nuances, the company sought to ensure seamless integration. 

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