Post-merger institutes: defining a culture and strategic direction

Following the merger of the Lippmann and Tudor research institutes, LIST lacked a shared culture and strategic direction. Employee satisfaction was very low, internal silos remained strong, and the institute had limited visibility and recognition nationally and internationally.

As CEO, I defined and implemented a unifying strategy and created a “One-LIST” culture, bringing together the two legacy organizations under a shared vision and operational model. I led strategic positioning and communication efforts to raise LIST’s profile.

Employee satisfaction improved significantly, internal collaboration strengthened, and LIST’s public awareness and reputation grew dramatically. The unified culture and clear strategy enhanced LIST’s ability to compete internationally and attract top talent.