Harnessing the power of culture in integrations

This topic contains 2 replies, has 3 voices, and was last updated by  Awais Dilawer 9 months, 2 weeks ago.

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    Bradley D. Soto

    Culture is one of the dominant factors that prevent effective integrations. Making appropriate, timely decisions and operating effectively becomes extremely difficult when merging companies with different cultures. This in turn can undermine the potential value created through the newly integrated company. That said, what are the ways your organization has been able to harness its cultural understanding of the Target for an effective integration?


    Cindy DeMarco

    Hi Bradley.
    We work with the acquiring company to meet with the target’s leadership.
    First we send a disposition survey to gather their thoughts about the acquisition – sample questions below.
    Then we summarize the data and conduct one on one interview with the target leadership to gain insights and understanding of both opportunities and concerns to help smoothen any integration perceived obstacles. We then share the data with the acquiring company so alignment on expectations can be offered in a way that build bridges and supports positive cultural integration for all parties.

    Please take a few minutes to complete the Valor input / situation assessment to support a seamless prep for post-close integration. XYZ works with its partner Insperity to support acquisition transitions to support overall success.
    Responses will be consolidated into key theme areas for reporting and discussing to support alignment across companies.

    Estimated time 4 to 7 minutes. Value of the information: Priceless.

    What is the biggest concern about the acquisition on leadership’s mind?
    What is the biggest concern about the post-close integration?
    What is the expectation around operational autonomy and operational alignment?
    What is sacred about your current culture that keeping can benefit the integration and may benefit XYZ to explore/adopt if not already a part of current culture?
    What is important to the business strategy in the next 6 to 12 months that we need to ensure stability?
    What is critical to HR / People strategy in terms of support for the acquisition to be successful.
    What else is important to share.

    Thanks you, Cindy


    Awais Dilawer

    The companies must work on the effective communication plans to solve this issue. No doubt cultural gap creates serious problem and this problem must be addressed before the merger by effectively communicating with the employees of both companies

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