We ran this as a strategic capability transformation—not a “post-merger integration checklist”—anchored in three moves: operating design, capability build, and performance/culture embedding.

1) Diagnose the real operating system (3-month buy-in and co-ownership)

• Mapped roles, structures, and workflows using org diagnostics, org charts, and stakeholder interviews to surface duplication and integration opportunities.
• Assessed cultural alignment through leadership conversations, surveys, and team inputs to identify mindset gaps and behavioural risks.
• Benchmarked capabilities against industry standards and future strategic requirements; evaluated talent readiness through skill audits, performance data, and future-role mapping. 

2) Design & deliver the integrated model

• Structure redesign aligned to the merged business strategy—clarifying ownership and reducing overlap.
• Capability academies / learning programs to build future-ready leadership and critical functional capability.
• Role-alignment workshops to translate the new structure into day-to-day accountabilities and decision flow. 

3) Embed performance culture and sustainability mechanisms

• Redesigned KPIs, governance reviews, and performance systems to make the new model measurable and repeatable.
• Ran culture-building workshops and change communication to reinforce “one company” behaviours.
• Built talent pipeline mechanisms (e.g., 9-box, review councils) to support internal mobility and continuity.