OurBank is a small German bank with branches in Germany and approximately 300 employees working either in the headquarter office or in one of the branches. OurBank went through an acquisition, i.e. we became part of a large American multi-national enterprise focussing on financial services.
Due to the acquisition and the resulting uncertainty, staff turnover was sky-high, morale was down and performance was unsatisfactory. All communication activities nicely drafted in the 100-day M&A plan were not able to make the turn-around. Further talking about “Change Management” would have been devastating. Surveying employee satisfaction every quarter only reemphasised the problem for the management and sent the wrong signal to the staff. So, what happens next?
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