You are Lucía Olabarría-Mendaro, 44, Chief People Officer at Banca Iberoatlántica, a Madrid-headquartered retail bank that has spent eighteen months acquiring two regional franchises. The integration is now your problem.
The situation
Banca Iberoatlántica was built by stitching together three franchises: the Madrid HQ legacy bank (2,400 staff, regulated by the Banco de España, branch-led product distribution), Banco do Tejo (820 staff, Lisbon, formerly state-owned, recently privatized, conservative credit culture), and Banco Andino-Cundinamarca (610 staff, Bogotá, founder-led mid-market commercial bank acquired from the Restrepo-Posada family). The €148M synergy case the board signed off on assumes a single operating model by month 36. Month 18 is now.
The first six months of integration produced a unified core banking platform and shared finance reporting. The next stage — sales process, performance management, branch operations, customer-segmentation playbook — is where the cultures collide. Madrid wants standardization. Lisbon thinks Madrid is reckless. Bogotá thinks both are slow. Three senior regional managers have signaled they may leave if "Madrid-ization" continues. The CEO, Álvaro Solórzano-Bermúdez, wants your one-page recommendation in twelve days, before the November board meeting.