The founding moment of a merger
CalvèneInvented name
A climate scale-up had just been acquired by a large group and brought together with that group’s climate team. The two teams did not know each other. In two days, they really met, asked their questions about the merger and wrote their mission and values together.
- Sector
- Climate consulting and software
- Size
- A scale-up and its acquirer’s climate team: a few dozen people
- Format
- Two days, residential
- In the room
- The whole scale-up team and the acquiring group’s climate team, spread over several cities: a few dozen people.
Context
- A recent acquisition, after months of remote work. Many had never met.
- Concerns on both sides: recognition of skills, the scale-up’s independence, the shared rules.
- Leadership wanted a founding moment, the first of a tradition, not a briefing.
The challenge
Three intentions to hold together: define a mission and a first set of values, welcome every question about the merger, and create a real encounter, human as much as professional. With a realistic aim: agree on directions rather than a final sentence.
The design
Key ideas
A representative sponsor group
The offsite was prepared with a small group drawn from both teams and several roles. Its meetings set the intentions, the tone and the topics that could not be dodged.
The wall of questions
Everyone writes their most burning question alone, hangs it in a gallery, then discusses it in threes: what surprises, what resonates. The wall is not just an opener: it becomes the material for the next day’s workshops.
Outdoor business kiosks
Each business line runs a kiosk. Teams split the kiosks between them to be “the eyes and ears” of the others, then report what they saw. People discover the other entity’s work without visiting everything.
The meeting carousel
Two concentric circles, one entity on each side. The circles turn at the sound of a gong. A quirky identity card gets things going, so people talk about themselves before their jobs.
The mission explained to a child
For the mission, a simple brief: explain it to a seven-year-old, or let the climate speak. A printed glossary helps tell mission, vision, values and operating principles apart.
Moments that are “for nothing”
A walk in threes through the grounds, a dance workshop, an evening of piano and song. That is often where the two teams started to become one.
How the time was used
- Open
- Explore
- Decide
- Celebrate
Day 1
Open
The frame
Speak with intention, listen with attention. Phones away, timings marked by music.
Open
The wall of questions
One question each, in a gallery, then in threes.
Explore
Business kiosks
Outdoors, two rounds, teams sharing out the kiosks.
Explore
The meeting carousel
Two circles, one entity on each side, several rounds marked by a gong.
Decide
Tomorrow’s topics
Drawn from the wall of questions.
EveningCelebrate
Dance, piano and song
A dance workshop, then a musical evening.
Day 2
Open
Walking in threes
Through the grounds, around a favourite memory from one’s original company.
Explore
The merger plan
Presented by leadership, then questioned by the room.
Explore
Focus workshops
Mission, values, synergies, rituals, what we want to keep… In two rounds, with cross-pollination.
Decide
Pulling it together
A timeline and owners for each topic.
Decide
One voice
What we will tell those who were not here, with one voice.
Celebrate
Reflection
What each person takes away from the two days.
The seminar in miniature
The wall of questions
After a simple frame, phones away and timings marked by music, everyone writes their most burning question about the merger alone and hangs it in a gallery. Then they read it again in threes: what surprises, what resonates. Nothing is dodged, and the wall supplies the next day’s topics.
Business kiosks
Outdoors, each business line runs a kiosk. Teams share out the kiosks to be “the eyes and ears” of the others, over two rounds, then report back on what they saw. Everyone discovers the other entity’s work without having to visit everything.
The meeting carousel
Two circles facing each other, one entity outside, the other inside. At the sound of the gong, the outer circle moves one place on and a new conversation begins. An offbeat ID card gets things going, so people talk about themselves before their jobs.
My favourite word: …
What my friends say about me: …
What you wouldn’t guess: …
Dance, piano and song
In the evening, a dance workshop, then a night of piano and song. One of those moments that are “for nothing”, with no brief and no output. That is often where the two teams started to become one.
Walking in threes
The next morning, people set off in threes through the grounds. Each tells their favourite memory from their original company. A gentle way of recognising what everyone brings before talking about what changes.
The merger plan
Leadership presents the merger plan to the whole room, then the room questions it. Recognition of skills, the scale-up’s independence, shared rules: the concerns on both sides get their turn. A summary of the plan goes into the final report.
Focus workshops
In the rooms, groups work on the mission, values, synergies, rituals and what to keep, in two rounds with cross-pollination. For the mission, one brief: explain it to a seven-year-old, or let the climate speak. A glossary helps tell mission, vision and values apart.
One voice
Everyone in a circle. Each topic gets a timeline and owners, then the group agrees what to tell those who were not there, with one voice. Out of it came a mission in a long and a short version, three values and a shared monthly ritual.
The materials, redrawn
The wall of questions
The meeting carousel
- Entity A
- Entity B
- Gong: move one place on
My offbeat ID card
My favourite word
What my friends say about me
What you wouldn’t guess
Deliverables and follow-up
- A full report, designed to bring along those who were not there: the wall of questions sorted into families, a summary of the merger plan, one sheet per topic.
- A mission in a long and a short version, and a first set of three values.
- A three-step roadmap and a shared monthly ritual, started straight away.
- A cold debrief with leadership, which shaped what came next.
What we take away
- In a merger, people meet before they organise. The meeting formats, kiosks and carousel, did as much as the workshops.
- Welcoming every question, even the uncomfortable ones, defuses more than you expect. The wall of questions set the next day’s agenda.
- Participants left asking when they would meet again. That is the sign a founding moment has taken hold.
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