Health and Wellbeing, plus Pharma

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

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


Guy’s and St Thomas’ NHS Foundation Trust employs over 9000 diverse staff and 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 and Lewisham, the Trust also provides specialist services for patients from further afield, including cancer, cardiothoracic, renal and children's services.


Having had extensive experience of working with Critical Care Teams and 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 and effectiveness/productivity. As part of a larger organisational development project, we partnered with managers and staff on some change management interventions including a program of team building and leadership development for the ICU Team from both hospital sites.


Synergy Global interviewed 1:1 with clients to explore key issues, client assumptions and to gain ownership for change; feedback and change leadership report; designed and 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 groundrules and how these can be used operationally; facilitated use of Synergy Behavioural Feedback Model to improve effectiveness; included input on stages of team growth and the highs/lows of integrating new members; helped the team review the 10 essential ingredients for a successful team and the 10 common team problems (from theory of best practice); specific exercises on goal and role clarity, as well as performance management and staff development; pragmatic input on key issues such as improving time management, dealing with and valuing conflict (as well as understanding own and team responses to conflict), senior team building and values-leadership development program focusing on the successful management of sustainable behavioural change; celebrated success and 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 and openness; transferred team leadership skills; and encouraged action orientation and support for future behavioural change, linked to agreed organisational values.

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