Corporate acquisitions demand adjustments in structures, processes, and systems – but without a strong corporate culture, change remains superficial. True transformation only succeeds when employees understand its purpose and are actively involved in shaping it.

At Unzer, People are at the Centre

Corporate acquisitions entail profound transformation processes. Organisationally, group functions must be redefined and teams merged. Standardised procedures require consistent implementation, while, from an IT perspective, integrating various systems into a single platform is crucial for future scalability. Regulatory requirements also play a major role, as compliance structures must be expanded.

All these aspects are essential for the success of a transformation process. Yet the cultural dimension forms the foundation. Successful integration cannot be achieved through structural measures alone – it requires a lived corporate culture that provides orientation and takes people along on the journey. ‍

Our Roots: From Independent Companies to an Integrated Ecosystem

From the outset, Unzer has pursued the vision of creating a comprehensive business ecosystem for corporate clients, seamlessly integrating both hardware and software solutions. To achieve this, several companies were acquired within just a few years.

The greatest challenge was translating the apparent synergies on paper into tangible added value and establishing a unified standard – with clearly defined workflows, structured data flows, and standardised processes. Internally, we refer to this as “One Unzer Everywhere.” But when teams from different companies and countries suddenly become part of a new whole, friction is inevitable.

The companies that joined the Unzer Group employed between 50 and 120 people and were each based at a single location. At such a size, many generalists are needed, not only covering their core area but also taking on related tasks. Today, we have 750 employees, spread relatively evenly over eight locations. To unlock genuine synergies, we need specialists across many fields. I am pleased to see how many of our employees have embraced this transformation and, as a result, have often taken significant steps forward in their careers.

To illustrate: three years ago, among our 750 employees, we had no tax experts. Instead, eight people focused on accounting and handled tax matters on the side. While it often makes sense for smaller companies to outsource tax issues, for a group operating in four countries, building an in-house department is worthwhile. ‍

Change Needs a Clear ‘Why’

Established habits and processes had to be reviewed and optimised for seamless scaling. Changing routines is hard—especially if they have seemingly proven themselves. Many of the acquired companies had already been successful, with established structures and strong brands. Their staff did not immediately see the need for change.

That’s why it was vital to clearly communicate the value of transformation and foster acceptance for the change. Open and transparent communication was, and continues to be, a central factor for success.

In recent years, we have not only built matrix structures, but have also purposefully invested in personal exchange to bring teams closer together across sites. Regular face-to-face meetings, direct dialogue, and transparency regarding quarterly and annual goals strengthen cohesion and build a shared understanding of company objectives and values. Despite cultural differences, we have developed a communication culture based on respect, openness, and collaboration. ‍

Dialogue at Eye Level as a Success Factor

Transparency is a key part of our strategy. Since 2023, we have used a tool that makes individual, team-related, and company-wide objectives visible to everyone. Virtual all-hands meetings, internal communications channels, and in-person events facilitate open exchange. Our speak-up culture is especially important: every voice counts, and everyone is encouraged to express opinions freely—without fear of negative consequences.

Twice a year, we conduct an anonymous staff survey, with results directly informing concrete action and being anchored in the management’s annual objectives. Our HR department works closely with leaders to specifically address team and departmental topics.

A particular highlight is our annual CXO Roadshow, launched in 2023. At least three of our managing directors visit each of our eight locations to foster direct interaction with teams. In open question rounds and discussion formats, we receive immediate feedback, which we then address in working groups. This is complemented by open office hours with the executive team and a virtual suggestion box. ‍

Transformation Is a Continuing Journey

We haven’t reached our final destination yet, but we already feel the positive effects of change. Our efficiency has increased, costs have been reduced, and our profit margins have improved significantly. At the same time, we have diversified our product portfolio and strengthened our market position. Today, we offer all key payment and software solutions from a single source—enabling our clients to benefit from seamless, efficient commercial processes.

Along the way, we have drawn three main lessons:

Firstly: Change requires a compelling rationale. It only succeeds when it is meaningful—for the business, the teams, and the clients. Change processes must never be an end in themselves. Employees must understand not just what is changing, but why.

Secondly: Change requires dialogue at eye level. Standardising structures is important, but more crucial is keeping the bigger picture in mind and actively involving employees in the transformation process.

Thirdly: Change takes time. Transformation is a continuous process with clear milestones, but genuine change never truly ends.

In the years ahead, we will relentlessly pursue this path, with the clear vision of a “One Unzer Everywhere” structure in mind. The decisive factor for successful transformation remains unchanged: the question of “Why” must always take centre stage. Only when change makes sense to employees can it be successfully implemented.