I know a case in the renewables sector that 4 years after the acquisition they are now starting to work in the cultural dimension. Because portfolio of products was different they have managed to work without a strong “cultural” integration of teams for a while. They are know tacking this topic as synergies in terms of efficiency and productivity are not yet materialize. In this new stage, they are promoting key roles in both companies to take initiatives to foster this dimension and they are getting good results in terms of teaming and collaboration.
