What influence does structure have on culture post intergration
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I’m working with an organisation who have bolted on the acquired teams into legacy teams. Operational efficiencies have not been realised, duplicative work and no systems integration. What impact do you think this has on culture?
I think this represents a miss on the part of leadership forgoing some significant value in completing the acquisition in the first place. Not addressing these issues certainly has a negative impact on the culture and sends the message that it is okay to operate with known waste and inefficiency in the business.
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