“Why work separately when we’re stronger together?”
This question often arises in executive committees, especially under increased economic pressure and international competition. The answer seems clear: converge to optimize. Yet, the path from strategic intent to actual implementation is full of pitfalls.
Converge—but to achieve what?
Convergence between entities within the same group promises not only better economic performance but also improved quality:
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Rationalization of activities: Redundancies across countries are eliminated, with shared activities and expertise centralized in centers of excellence.
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Economies of scale: Group-level negotiations secure better prices and services.
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Standardized customer experience: By leveraging the best practices from the most mature countries, service quality rises across the board.
These benefits look good on paper—but their realization faces real-world challenges.
Deeply rooted obstacles
Implementation of convergence cannot simply be decreed; it must be built with awareness, as several factors often slow deployment:
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Highly varied local contexts: What works in Paris may not work in São Paulo.
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Strong autonomy reflexes: Some subsidiaries, especially the most mature, may resist giving up independence.
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Negative perception of the group entity: Seen as distant, slow, and costly, it struggles to convince.
Four levers for successful convergence
Convergence is not purely a technical or financial exercise. It’s a deeply human approach that requires subtlety and engagement. Four key levers:
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Map before acting
Effective convergence begins with a deep understanding of local realities. Each business unit has its own specifics, constraints, and strengths. A shared diagnosis is the first building block. -
Co-create with local teams
Relevance and acceptance come from involving leaders and operational teams in each entity. This builds joint responsibility in both design and implementation. -
Combine conviction with constraints
The headquarters cannot impose convergence; it must demonstrate tangible benefits. Showing the value convergence brings to each entity is crucial. At the same time, decisive top-down guidance may be needed for the greater good. -
Prove value through results
The group entity must show it can manage shared activities over time. Its legitimacy depends on clear positioning, service quality, and the ability to mobilize the right expertise. Communicating early successes is also essential.
A primarily human and organizational challenge
Convergence is more than rationalization. It requires deep cultural, governance, and behavioral shifts. Success depends on the quality of dialogue between the group and its entities, the emergence of a shared vision, and flexibility in execution.
What challenges have you faced in your convergence projects?
