Product details

In August 2020, Schneider Electric India (SE), a major Indian low-voltage switchgear company, pursued a strategic growth plan by acquiring Larsen & Toubro's Electrical and Automation business from its competitor. This unprecedented deal involved two organizations that had previously competed for the same markets and customers but would subsequently operate under one parent company named Schneider Electric India Pvt Ltd. The new company would have two brands of the same product and different sales models. The merger would also have wide-ranging implications for the stakeholders on both the sides, which included customers, suppliers, employees, and regulators. The timing of the merger was further complicated with the integration taking place during the COVID-19 pandemic and consequent nationwide lockdowns. The acquisition brought together an Indian company and a global organization, with stark differences in terms of culture and employee policies. Therefore, the integration of two competing businesses with disparate employee policies and cultures, amid pandemic-led challenges, seemed like a herculean task for the integration team. Rachna Mukherjee, the chief human resources officer of SE, was heading the integration plan and was contemplating the many challenges that she would encounter. She knew that she would need the right approach to overcome these challenges and ensure a smooth integration of the two companies.