Turner & Townsend is a global program management and construction consultancy. Turner & Townsend has acquired Thinc, Australia to form specialist project management division Turner & Townsend Thinc within Australian operation. Turner & Townsend vision to excel has seen an increase in staff strength from 2,500 to 4,100 which happened because of a clear vision of what to achieve. Approximately 1 year after the announcement the operations of the two firms was considered to be fully integrated. The head office of Turner & Townsend became the new office for Thinc which resulted in the closure of six offices within Australia.
At a macro level as a result of the acquisition the combined size of Turner & Townsend Thinc was considered to be of strategic benefit to both firms. While there have been no official mass redundancies, role duplication has resulted in early retirement and resignations. However, the common problem faced after the acquisition is power struggles, excessive overhead, bureaucracy, uncontrolled layering, and decision strangulation.
The study highlights Turner & Townsend Thinc needs to follow proactive and integrated strategy. The study also recommends Turner & Townsend Thinc needs rules, roles, policies, formal practices, procedures, coordinating…show more content… Before the merger, the existing culture of Turner & Townsend and Thinc were somewhat similar. Both were predominantly role cultures, formalized rules and regulation and a hierarchical power structure. The only perceptible difference between the two firms was that of reputation. Turner & Townsend had a reputation of cost management service provider and more aggressive within the marketplace while Thinc was more considered to be project management service provider. 80% of senior managers of Turner & Townsend have been promoted within the business who are having cost management