SCHNEIDER ELECTRIC were completed on time – and so was the implementation of a common IT system (SAP R/3) and common performance management. Naturally, sales organisations were merged – operationally and legally – and surplus companies separated out on time. Throughout the entire integration period Schneider Nordic Baltic retained its market shares, which was particularly impressive in view of the fact that the market was in decline. The Group also successfully retained key employees even though many managers and employees could not be sure of what their future role would be until the later stages of the process. Crucially, everything has been firmly anchored within the company’s own organisation, so Schneider Nordic Baltic is fully equipped to continue their strategic work on their own. SECTOR Industry EXPERTISE • Strategy and M&A
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