While awaiting decisions from the EU and US antitrust authorities on Bayer’s acquisition of Monsanto, the leadership team of Monsanto’s Italian subsidiary asked us for support in preparing to manage this particular phase of change.

We designed a program aimed at helping managers navigate through a phase of high uncertainty and anticipation, addressing both personal challenges and their roles as resource managers. During in-person sessions, we highlighted differences in organisational culture, leadership styles, and management approaches between the two companies. Individual counselling sessions were organized to prepare executives for meetings with Bayer’s top management. Each manager also conducted a simulated presentation of their organization in front of a camera, followed by thorough debriefing sessions to refine their delivery and content.

Another aspect of the program focused on best practices for ensuring an adequate level of employee empowerment and preventing talent loss. The Italian experience was recognized as one of the best practices within the Monsanto group, which subsequently implemented it in other subsidiaries. This initiative was part of preparations leading up to a finalized deal following approval from relevant authorities.