The merger that almost broke a team — and what turned it around

On paper the integration was sound. In the room, two proud cultures were quietly refusing to become one — politeness on the surface, attrition underneath.

We began with a listening phase, individual and collective, then worked the leader and the system in parallel. The turning point was not a workshop; it was the first genuinely honest conversation, held safely. From there the team rebuilt — visibly, inside ninety days.