• Client: A long-established Swedish transport and logistics company, a respected brand in its region
• Period: Ongoing (multi-year engagement, currently active)
• Scope: Culture and change management to complete a decade-old merger integration and build a shared way of working across the organisation

Challenge

Ten years earlier, two companies had merged: one with a dominant position in local logistics (the company everyone in the city called first when a job needed doing!), the other with the network and relationships to take the business further. On paper, it was a strong match, and the merged company went on to thrive, becoming one of the most recognisable transport brands in its city.

But the two organisations never truly became one. A decade on, people still spoke in terms of "us" and "them," different teams ran different ways of working, and deeply embedded routines were rarely questioned. The business was performing very well, but leadership wanted to close the gap left by the original merger and build a stronger foundation for the next phase of growth.

Solution

Symbal started by listening. Through workshops with every department, office staff and drivers alike, we mapped what was working, what wasn't, and where the original cultures still pulled in different directions.

Using these insights, we worked with the leadership team to build a new shared framework. This emerged as a "house" concept, which gave the company one vision, one mission, one set of values, and clear SOPs (standard operating procedures) for every role.

To bring it to life, we ran a series of coaching workshops across the organisation, including a company-wide dinner for all drivers to introduce the new direction face to face. Once the new "house" was up and running, Symbal stayed embedded with weekly coaching sessions, working through process improvements little by little. 

Results (so far)

• A language of its own: The "house" has become part of the company's everyday language. When something doesn't sit right, people now refer back to "how things work in this house" as a shared point of reference for the culture they're building together.
• Heard beyond the company walls: On one occasion, an external contact called in and referred to "the house" themselves, without needing it explained. A telling sign of just how far the new culture has spread!
• Still on the ground: Our weekly coaching sessions are still running and our consultant is now known internally simply as "the coach!"
• New leadership on new foundations: A new CEO has since been appointed, someone with deep experience in the human side of mergers, to carry the work into its next chapter.
• What's next: Given how well the framework has landed, there's now interest in rolling out the same "house" approach in other markets. Watch this space!