[Sara Mazhar]

Given the substantial importance of culture management (along with communication management), why isn’t there more training for leaders driving integration?

[Dominic Sullivan]

I fully agree that there should be more training and focus on this element, but I feel that the reason why there is limited training on this topic is because it is exceptionally subjective and hard to apply theories. For me, a helpful training would be learning from case studies and people’s practical experiences/stories from M&A transactions they have been a part of.

[Rachel Boynton]

I do see integration teams with some of our larger buyers in the behavioral healthcare space. When you have “people” businesses, you do see a more concentrated effort to maintain the culture, since staffing is the main driver of business. But, I agree that it’s not done to the extent that it should be.

[A.L.]

Perhaps, the challenges and problems arising from cultural differences are always underestimated. Leaders may be overconfident that they will be able to win-over or sway the new group of employees.

[S Sarala Maharaj]

From my experience, understanding that the integration process should be as well thought out as the deal negotiation is of critical importance. Transition services are blended into contract negotiations as a deal breaker at times; and sometimes a potential buyer has no idea what is actually required of them on day 1 ( including getting the resources in place to support them) and then this can either impede close, leave employees vulnerable and the acquirer in breach or force the hand of a seller to be involved in transition services for longer than they may wish. Identifying an integration expert as part of your transaction team is critical.

[Leeanne Ang]

I think a culture of a company tends to be overlooked. It is a very fundamental issue that can really help a company reach greater heights, and part of a good M&A advisor should always pay attention to such fundamental issues.

[Nahida]

I have seen what happens when you focus on the financials over all other elements of an acquisition. What was scoped as a low level of effort integration (6 months tops) took over 2 years to get to a point where all could work somewhat cohesively. Training, surveys and hiring a consultancy to help evaluate can save time, money and effort post merger.

[Geraldine Finn]

Great question. Is it simply because Culture is more difficult to definitively define and assess, and therefore more difficult to build effective training for?

[Author]

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