What’s Going on Here?
This isn’t necessarily anyone’s fault. Even the best leaders are going to struggle with the burdens of culture clashes that seem out of your control.
Each merging or acquired company has its own cultural norms: how you talk to each other, how you run meetings, how you get projects done, how you socialize. When one company is expected to join another, the transition from one culture to another is jarring for everyone.
Sometimes, team tensions and breakdowns still reflect the cultural divides years after an initial M&A event.
Conventional approaches to addressing these issues often identify the problem, but don’t solve it. You might hire a big name consulting firm who provides you with decks upon decks with data and recommendations. But all the data and research in the world won’t help you solve for the fact that, after an M&A, people have to re-learn how to work together as quickly as possible.
Without a clear, strategic approach to merging cultures (and guidance to apply that approach), the problem doesn’t just go away on its own. The resulting cultural issues lead to poor decision-making, low employee morale, and other issues that negatively impact financial performance.