Two national healthcare services organizations exploring a merger to address industry-wide challenges and evolve beyond outdated models. Facing unsustainable structures and rising member demands, the organizations partnered to assess cultural fit and define a shared services roadmap. Now they sought a way to test whether their cultures could make an enterprise combination of equals worth it for the collective membership.
why scramble:
The goal was to determine if a full combination could deliver greater value, scale, and strategic relevance — or if fundamental differences made alignment unworkable. Scramble provided the pressure-tested approach needed to move quickly, focus decision-making and assess merger viability based on cultural fit and governance complexity on an accelerated timeline.
Scramble Partners
Board of Directors
CEOs
Senior Management
Breakthroughs/ Outcomes
Clarity on Culture Fit - Identified core differences impacting long-term integration.
Defined Governance Structure - Declared governance parameters and a short-term joint leadership model.
Shared Services Roadmap - Mapped near-term collaboration opportunities to drive efficiency and alignment.
Viable Merger Framework & Timeline - Established a future-facing structure to guide continued exploration.
Aligned Leadership Decisions - Reached understanding of feasible MOU, shared services scope, and organizational structure.
Confident No-Go Decision - Chose not to merge based on cultural realities — preserving trust, focus, and forward momentum.
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