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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

  • Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
  • Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
  • Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

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Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

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Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

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Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

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Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

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Predictive Evaluation

How Learning Consultants Unite Cultures After a Merger

Mergers bring together employees with different operating habits, leadership expectations, communication styles, and definitions of success. Financial integration may be managed through systems and processes, but cultural integration depends on whether people can understand, practice, and sustain new ways of working.

The role of learning consultants in post-merger culture integration is to turn broad cultural goals into observable workplace behaviors. They help executives identify capability gaps, design relevant learning experiences, and measure whether employees are adopting the values and practices the combined organization needs.

This work extends beyond delivering a one-time orientation session. It connects organizational development, change management, leadership enablement, and performance measurement so that culture becomes visible in everyday decisions.

Translating Culture Into Workplace Behavior

“Build trust” and “create one company” may be meaningful strategic ambitions, but they are too vague to guide learning design. A learning consultant helps leaders define what those ideas look like in meetings, customer interactions, decision-making, feedback, and collaboration across legacy organizations.

For example, trust might require managers to explain decisions consistently, invite dissenting views, and follow through on commitments. Inclusion might mean using shared decision protocols and ensuring that employees from both organizations have a voice in project teams. These behavioral definitions give instructional designers a practical foundation for scenarios, practice activities, job aids, and coaching.

Diagnosing the Human Side of Integration

Before recommending training, consultants assess the current culture and the friction points created by the merger. They may use interviews, focus groups, surveys, performance data, stakeholder workshops, and observations of key workflows. This diagnosis reveals where employees are confused, resistant, or lacking the skills required by the new operating model.

A sound assessment also separates learning needs from other problems. Employees may understand a new process but lack access to the right systems. Leaders may support collaboration in principle while rewarding departmental competition. In such cases, training must be paired with changes to incentives, communication, management routines, or governance.

Organizations seeking a broader framework can explore enterprise learning strategy guidance, particularly when cultural integration is part of a larger capability-building agenda.

Connecting Cultural Goals With Business Results

Culture initiatives gain credibility when they are connected to measurable business outcomes. Learning consultants establish a line of sight between the merger’s strategic objectives, the behaviors expected from employees, and the indicators that show whether those behaviors are taking hold.

Integration objective Learning response Evidence of progress
Create consistent leadership practices Manager workshops, coaching, and decision simulations Greater leadership alignment and faster issue resolution
Build collaboration across legacy teams Cross-functional practice and shared operating principles More integrated project work and fewer handoff problems
Adopt a common customer approach Scenario-based training and job support Improved service consistency and customer measures
Increase confidence in the new organization Change communication, peer learning, and leader visibility Higher adoption, engagement, and retention indicators

Predictive Evaluation strengthens this connection by forecasting adoption, impact, and return on investment before and after a program launches. Rather than relying only on attendance or satisfaction scores, consultants can identify the conditions most likely to influence behavior change and business performance.

Designing Learning for a Combined Workforce

Post-merger audiences rarely begin with the same knowledge, language, or assumptions. A single standardized course can ignore important differences between teams, while completely separate programs can reinforce the very silos the merger is meant to remove. Consultants create a learning architecture that combines shared experiences with targeted support.

Custom instructional design may include leader-led discussions, simulations based on integration risks, short learning bursts, peer exchanges, and role-specific practice. New cultural expectations become easier to adopt when employees rehearse them in realistic situations instead of simply reading about company values.

Learning delivery also needs to reflect the organization’s operational reality. A distributed workforce may need a blend of virtual facilitation, manager toolkits, mobile resources, and short reinforcement activities. A highly regulated environment may require documented proficiency and structured assessment. The design should fit the work rather than force employees into an abstract training experience.

Enabling Leaders To Carry the Message

Employees often judge a new culture by watching what leaders do under pressure. Learning consultants prepare executives and managers to explain the rationale for integration, handle difficult questions, model expected behaviors, and respond consistently when old habits resurface.

Leader enablement can include briefing sessions, coaching guides, conversation scripts, practice forums, and escalation pathways. It should address the emotional reality of mergers as well as the operational requirements. Employees may be processing uncertainty about status, job security, identity, or the loss of familiar practices. Managers need the confidence and language to acknowledge those concerns without weakening the case for change.

Leadership development is especially important when legacy organizations have different management norms. Shared training creates a common reference point, while coaching helps leaders apply those principles within their teams.

Reinforcing Adoption Over Time

Cultural integration does not occur when employees complete a course. It develops through repeated exposure, social reinforcement, feedback, and visible consequences. Consultants therefore plan reinforcement into the learning experience from the beginning rather than treating it as an optional follow-up.

Short reminders, manager check-ins, application assignments, peer learning groups, and targeted performance support can keep new behaviors active during the months when integration pressures are highest. Research and practical guidance on post-training reinforcement explain why spaced reinforcement is closely tied to adoption.

Measurement should continue after launch. Adoption data, manager observations, employee feedback, operational metrics, and business outcomes help determine whether the learning is working. When leaders need to justify investment, business case guidance can help connect enterprise learning decisions with financial and strategic priorities.

Practical Priorities For Integration Teams

The strongest culture integration programs are focused, measurable, and supported by leaders at every level. Learning consultants can help organizations avoid treating culture as a communications theme and instead establish it as a set of repeatable capabilities.

  • Define a small number of critical behaviors that express the combined organization’s values.
  • Diagnose whether each barrier requires learning, process change, leadership action, or improved communication.
  • Equip managers with practical tools for conversations, coaching, and reinforcement.
  • Use realistic scenarios that reflect tensions between legacy teams and operating models.
  • Track behavior adoption and business indicators alongside participation and satisfaction.

A disciplined approach helps the organization preserve valuable strengths from both legacy cultures while creating a shared way of working. It also gives employees clearer expectations and gives leaders evidence that integration efforts are producing meaningful results.

Bring cultural priorities, learning design, and business measurement into one post-merger strategy with expert learning consultancy support. Connect with Dave Basarab Consulting to build capability, accelerate adoption, and turn culture integration into measurable organizational performance.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.

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