How do we make our people feel what it really takes to strengthen collaboration between the different divisions?
Mergers are valuable, but merging two company cultures in practice can be challenging. This was also the case for Dura Vermeer: the merger between construction company Dura and road construction company Vermeer in 1998 shaped the company as it is today. For a long time, the two divisions of the same company operated (financially) independently of each other. However, to tackle larger future projects that combine construction and roadwork, the connection between the two divisions needed to be strengthened. Frisse Blikken’s Game Studio assisted with this.
The increasing complexity of projects for Dura Vermeer called for an intervention. The government is increasingly pushing for a regional approach, requiring closer collaboration between Dura Vermeer’s construction and infrastructure divisions. Due to differences in culture, leadership, and working methods, this proved to be a challenge. Our task was to improve the collaboration between these divisions.
To demonstrate the strength and potential of collaboration, we developed a physical multi-stakeholder game. In this game, the two divisions had to combine their efforts to tackle a complex project: building an entire city.
About 70 C-level executives from both divisions aimed to make strategic decisions together to successfully complete the project. The game encouraged communication among participants, fostering a better understanding of each other’s expertise and challenges.
The game strengthened interpersonal relationships among the managers within the company, leading to a noticeable improvement in collaboration between the construction and infrastructure divisions. Dura Vermeer now operates with a more integrated approach, particularly in projects within the new NOVEX development areas in the Netherlands.
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Achtergrond: phD in Human Resource Management en Organizational Behavior. Master Arbeids- en Organisatiepsychologie
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