Creating the human conditions for successful team integration

This global financial institution initiated a restructuring programme to integrate two previously separate teams across geographies. While the strategic and operational rationale for change was clear, the human impact was underestimated – including job uncertainty, contractual changes, and seemingly non-optional relocations.

Focus

The challenge was to manage the emotional and psychological response to change while maintaining productivity and morale. 

Action 

We supported the client by attending to both the structural and human dimensions of change: 

• Psychological safety first: we facilitated workshops to build trust, encourage open dialogue, and allow individuals to express concerns without judgement. 
• Active listening and acknowledgement: leaders were encouraged to listen deeply and frequently, validating emotional responses rather than rushing to solutions.
• Optionality and empowerment: individuals impacted by relocation or job changes were consulted on their preferences, giving them agency in shaping their future. 
• Collaborative planning: we used joint workshops and diagnostic exercises to involve teams in shaping the new ways of working, reinforcing a shared sense of ownership.
• Ongoing support and communication: continuous feedback loops, storytelling, and working groups maintained momentum and kept integration goals visible and relevant. 

Impact