When a 2005 merger combined workforces from two countries, our pharmaceutical client faced a new challenge: How do you foster a sense of shared culture and identity across continents? We faced the challenge head-on. By helping our client transform their traditional national sales meeting into an open, interactive forum, we facilitated employee engagement with their newly merged company—and with each other.


1,300 employees from sales, marketing and human resources in the U.S. and Japan