Post-acquisition transition under one brand and culture

CLIENT

Mylab is the leading expert in healthcare laboratory and diagnostic information systems in the Nordic countries. By implementing better and more reliable technological solutions for healthcare, the company supports the possibility of a longer, healthier, and higher-quality life for patients.

In 2021, Mylab Finland acquired Swedish-Danish Autonik AB to strengthen its position as a leading player in the Nordic market. Although from a financial standpoint the acquisition was a success, from a cultural and branding perspective the two companies were still operating separately in early 2024.

To be able to reinforce internal collaboration and transition under the same One Mylab brand and culture, the top management contracted Co-founders to support in this process.

www.mylab.fi

SERVICES

– M&A Cultural Integration
– Employee Value Proposition
– Internal Brand & Culture Engagement
– External Brand Engagement

CHALLENGE

Nearly three years after the acquisition, Autonik and Mylab teams were still working separately in their respective markets, without much interaction. Transitioning under the same Mylab brand involves change, not only for the Autonik team in Sweden and Denmark, but also for the Finnish Mylab team.

We needed to find a common path to harness future client opportunities at an international, Nordic level through cross-teams collaboration and business development.

PROCESS

We started with a series of in-depth interviews with employees at Autonik in Denmark and Sweden, as well as at Mylab Finland. The insight collected from these interviews allowed us to gain a better understanding of the connection points between the teams in terms of company culture and future objectives, as well as the potential gaps in strategic alignment from a joint international business perspective.

Based on these findings, we were able to openly discuss and map out the next steps towards building a more unified team under the same brand umbrella: Mylab. For this purpose, we facilitated a series of workshops with employees participating from every country where we listened to their comments and wishes regarding the transition towards one brand and culture. This allowed us to co-create an action plan to implement this change on all the communication channels such as website and social media, as well as at industry trade fairs and events.

Another process that we focused on during this time was to explore and articulate an Employee Value Proposition that is aligned with the refreshed brand narrative and can serve as an engagement tool for top talent across all markets.

“Co-founders’ invaluable expertise in company culture and change management, along with their ability to facilitate and drive in a highly involving manner, played a crucial role in the implementation and success of our company-wide change project enabling us to shape and develop the identity of our entire company. Co-founders’ positive yet challenging approach helped us to infuse the essential and focus on that. We truly have enjoyed the ride we together started.” Hannu Honkala, Chief Commercial Officer, Mylab

OUTCOMES

One of the most significant outcomes was arriving at a joint Mylab brand narrative that includes Autonik’s story and legacy. Together with the top management team and employees from every country, we facilitated a stronger brand understanding internally and made the first steps towards positioning Mylab as a Nordic company, ready and able to serve customers at an international level.

The work is still in progress in terms of branding and culture development at Mylab, but the first steps have been made to pave the path forward. Today, cross-country teams collaborate closer on tender proposals and business development cases, as well as on internal development projects.

Counting on 38 years of experience, over 140 employees, a turnover of €19M in 2023, and a 30% market share in the Nordics, Mylab will continue to strengthen its position as a competitive player in the European healthcare IT market.