A global company that had come under pressure due to the digital transformation. After the acquisition of many former competitors and various mergers, it was one of the few remaining players in the market.
An organizational integration of the acquired companies had partly taken place, an energetic one had not been carried out. On the organizational level, some efforts had been made to integrate the acquired companies, but the energetic level had not been addressed at all. As a result, the company’s energetic fields were not clearly aligned, which caused a variety of problems.
A clear assessment of the burdens incurred, a development of the company’s energy fields, a clarification of the company’s identity and, based on this, the development of a realignment of the company were initiated and led to a strengthening of the company.