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As a trade professional that has worked in the US, Canada and Germany, I am fully aware of global cultural differences. Based on the learnings in this program, I understand an organization’s structure and culture can be quite different from that of a target company’s even within the same domestic market. I can only imagine the challenges an organization and its managers would face when conducting an M&A activity in a foreign country. Has anyone in the group experienced such an event and if so, how did it go? What were the learnings?
This is a very relevant and important question. If the cultures are dramatically different, it is going to be tough. Leadership and managers have to be trained to deal with colleagues from the acquiring organization keeping the cultural context in mind. It is easier said than done, but in this era of M&A, it is increasingly becoming a necessary skill for managers / decision makers.
Cross cultural training for executives, management and employees is now an integral part of my organization whether we are dealing with M&A or expanding BU in other geo-locations.
Absolutely agree that cultural difference is easier said than done. Eventhough, in the same region, such as ASEAN, there are vast difference in culture, way of working, language used that will affect merger and post-merger integration. In my previous company, we took over a business overseas in the same region, i.e. ASEAN. The team has managed and trained the staff prior to sending to the target company on the course of life style, way of working, and their languages for 6 months for the A-team. This has been helpful during implementation.
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