Health & Wellbeing, plus Pharma

Post Merger Change Management & Cultural Integration,
Guy’s & St. Thomas’ NHS Foundation Trust (UK)

SG - Clients - Guy's & St.Thomas's NHS Foundation Trust


Guy’s & St Thomas’ NHS Foundation Trust employs over 9000 diverse staff & is made up of two of London’s most well known teaching hospitals – both with histories dating back 900 years. As well as providing a full range of hospital services for their local communities in Lambeth, Southwark & Lewisham, the Trust also provides specialist services for patients from further afield, including cancer, cardiothoracic, renal & children’s services.


Having had extensive experience of working with Critical Care Teams & worked with staff across all units at Guy’s, we were asked to assist the client’s 39 bedded Adult Intensive Care (ICU) service post merger. It is normal for cultural change to take a while after structural change has settled down, especially when subunits are geographically split across two hospital sites. The main issue was one of diminished trust, which was causing problems with communication, motivation & effectiveness/productivity. As part of a larger organisational development project, we partnered with managers & staff on some change management interventions including a program of team building & leadership development for the ICU Team from both hospital sites.


Synergy Global interviewed 1:1 with clients to explore key issues, client assumptions & to gain ownership for change; feedback & change leadership report; designed & delivered 4 one day team ICU workshops with G Grades using Belbin Team Roles; plus virtual executive coaching on cultural integration post merger; agreed team ground rules & how these can be used operationally; facilitated use of Synergy Behavioural Feedback Model to improve effectiveness; included input on stages of team growth & the highs/lows of integrating new members; helped the team review the 10 essential ingredients for a successful team & the 10 common team problems (from theory of best practice); specific exercises on goal & role clarity, as well as performance management & staff development; pragmatic input on key issues such as improving time management, dealing with & valuing conflict (as well as understanding own & team responses to conflict), senior team building & values-leadership development program focusing on the successful management of sustainable behavioural change; celebrated success & increased motivation.


Improved team effectiveness, having dealt with tension of ‘undercurrents’ in team dynamics. All input well evaluated with the team having a much clearer view of their issues. Built trust & openness; transferred team leadership skills; & encouraged action orientation & support for future behavioural change, linked to agreed organisational values.

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