Pratical Demonstration   

A large corporation was looking at merging two internal units (2000 + 4000 employees). The challenges were to KNOW whether the merger would be feasible and beneficial on a skill basis, IDENTIFY the potential synergies between the two units and SEE what would the new combined unit look like. 

Specific questions to investigate:
. What are the specific capabilities of each unit?
. What commonalities exist between the two units?
. What new offerings could be developed?
. What is the short and long term value creation potential?

We gathered and mapped available “skill supply” information in both units to create a preliminary model in order to: 
. Build the Tree of each unit and see what skills they bring 
. Build the combined Tree of both units together
. Identify skill distribution, overlaps and synergies in the new combined Tree

Tree of Unit A 
(2,000 employees)

Tree of Unit B
(4,000 employees)

Combined Tree 
simulation 
(6,000 employees)

Merger simulation :
combined tree of 
unit A + unit B

Common trunk :
skill centre brought
by unit A

Branches, i.e. 
skill centers
brought by unit B

The combined competency Tree helped us:

* Detect areas of skill overlaps
* Detect areas of specialization
* Uncover synergies, i.e. new business offering, product portfolio rationalization, etc.
* Run any “what if” scenario per skill center, location, team, country, etc.

The next step was to propose a design for the new combined, 6,000-employee unit based on the competency Tree. Our Customer used the combined Tree as a basis for designing the new unit’s organization.