Paul Hemp

Several weeks before the 2003 DHL EuroCup soccer tournament, Peter Kruse, the company’s co-CEO, issued a good-natured warning to the Portuguese team: After several strong showings at the company tournament in recent years, Portugal was due to be taken down a notch, he said with a laugh. But his mischievous mood had turned serious as he stood on the sidelines one afternoon—arms folded, gaze stern—watching Portugal soundly defeat a team from his own country of Germany.

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Reprint: R0311B 

Deutsche Post World Net, the German postal monopoly, faced significant challenges as it began the process of integrating three businesses: Deutsche Post Euro Express, its own ground-based parcel delivery service, and two companies it had acquired&#8212;DHL, the worldwide express delivery service, and Danzas, a worldwide air and ocean freight company. The cultural differences alone were imposing. For example, DHL was a privately held, entrepreneurial company in which most managers had international experience; Deutsche Post was until recently a state-owned monopoly in which few managers had worked outside their home country.
Enter EuroCup. For 20 years, DHL employees had held a soccer tournament to strengthen company culture across national boundaries. Canceled the previous year due to budget constraints, the EuroCup tournament was revived in 2003&#8212;in part to help with the postmerger integration. 
But did the event really help? HBR senior editor Paul Hemp attended EuroCup 2003, joining nearly 2,500 DHL employees&#8212;about 600 of them players, the rest cheerleaders and other supporters&#8212;in the small Belgian town of Lommel. He set out to answer a number of questions relevant to any company staging an ambitious off-site intended to encourage teamwork and boost morale. 
How does a company determine whether such a large-scale event, even one that generates goodwill, is worth the investment? Does the team building extend to those back home who don&#8217;t get to attend? Can intense competition between teams begin to overshadow the spirit of cooperation that such an event is meant to engender? In short, can a soccer tournament help a company achieve its corporate goal of creating a strong common culture?

The DHL EuroCup:&nbsp;Shots on Goal

Reprint: R0311B Deutsche Post World Net, the German postal monopoly, faced significant challenges as it began the process of integrating three businesses: Deutsche Post Euro Express, its own ground-based parcel delivery service, and two companies it had acquired—DHL, the worldwide express delivery service, and Danzas, a worldwide air and ocean freight company. The cultural differences alone were imposing. For example, DHL was a privately held, entrepreneurial company in which most managers had international experience; Deutsche Post was until recently a state-owned monopoly in which few managers had worked outside their home country. Enter EuroCup. For 20 years, DHL employees had held a soccer tournament to strengthen company culture across national boundaries. Canceled the previous year due to budget constraints, the EuroCup tournament was revived in 2003—in part to help with the postmerger integration. But did the event really help? HBR senior editor Paul Hemp attended EuroCup 2003, joining nearly 2,500 DHL employees—about 600 of them players, the rest cheerleaders and other supporters—in the small Belgian town of Lommel. He set out to answer a number of questions relevant to any company staging an ambitious off-site intended to encourage teamwork and boost morale. How does a company determine whether such a large-scale event, even one that generates goodwill, is worth the investment? Does the team building extend to those back home who don’t get to attend? Can intense competition between teams begin to overshadow the spirit of cooperation that such an event is meant to engender? In short, can a soccer tournament help a company achieve its corporate goal of creating a strong common culture?

The DHL EuroCup: Shots on Goal

Summary.

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