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Selected work

Scranton–Stamford Consolidation

Branch integration
Northeast
2006

Overview

When the Stamford branch closed, selected employees and customer responsibilities were transferred to Scranton. The consolidation gave Scranton more sales coverage and a broader team, but also created the very normal challenge of combining two office cultures under one manager.

Challenge

Corporate needed to consolidate branches while protecting customer continuity, transferring accounts and integrating employees who had expected a very different outcome.

Scope

Transfer active customer responsibilities

A defined part of the initiative.

Onboard Stamford employees into Scranton

A defined part of the initiative.

Reassign sales territories and account ownership

A defined part of the initiative.

Align branch processes and reporting

A defined part of the initiative.

Integrate warehouse and office coordination

A defined part of the initiative.

Manage customer communication through the transition

A defined part of the initiative.

Project gallery

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Results

Key outcomes from the Dunder Mifflin story.

0
combined Scranton operation
Stamford branch closed and selected staff transferred
Accounts reassigned into the surviving branch
Reality culture integration proved harder than moving desks

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