The paper aims to present the challenges of integration process of two big multinational companies as a result of acquisition of  Siemens VDO by Continental AG in August 2007, with special emphasis on the particular situation in Romania with 2 ex-Siemens VDO sites (Timisoara and Iasi) and one Continental site (Sibiu).
We discuss about several aspects of changes in order to integrate in Romania the business, people and processes of these two different companies. We especially highlight how quality and project management processes have been integrated. Both these processes are an important management lever in order to monitor and control the current status and the health of organization, to observe the progress, to make forecasts and to take decisions.

Based on the companies cultural analysis and very well supported by the communication strategy chosen, we followed a step-wise change process consisting of the next phases:

• Analysis: identify the main changes regarding Quality and Project Management on the country level and anticipate consequences
• Concept: set-up prioritized change processes
• Implementation
• Monitor and Control the Success

We present two important processes that we did need to integrate and harmonize as first priority:

 

• The definition and reporting of the key performance indicators that are used to measure the performance of our R&D projects
• How we identify and analyze the level of satisfaction of our business partners in regard to our activities.