Organizational culture in mergers: Addressing the unseen forces
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It has to be an introspective process that says, “What have we done well? How do they make decisions (for example, are they centralized or decentralized)? Marketing & Sales
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Article
Consumer Packaged Goods
Each theme can then be cascaded into concrete initiatives: activities and actions that constitute the change plan and are monitored through defined key performance indicators (KPIs).
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M&A
An aligned top team can begin to role-model the specific behavior needed and to lead a clear, coherent program of initiatives that communicate and embed the behavior more broadly. The leaders’ gut instincts are not sufficient to understand it fully at either company.One thing I wish we had done was [to create] a culture diagnostic right at the start of our planning process.
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Communication challenges came out as one of the top factors that caused company synergies to fail.
It could also become an assessment criterion in individual performance reviews and compensation calculations. 0000043610 00000 n
Case study two
What are the similarities? By establishing a clear fact base and understanding of the existing company cultures, leaders can use a common language to set the cultural direction for a high-performing new company. Or is this just not for me? The head of finance feels criticized and can’t understand why.
It would have established an objective set of criteria around which we could have had conversations based on facts rather than just anecdotes or beliefs.A variety of diagnostic approaches, ranging from management interviews to employee focus groups to surveys, are available. This could include changing the company dress code, to match that of the acquired company, to signal the change on both sides.Companies often fall short when they try to realize their cultural aspirations during this third step. tab
Case study one
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Capital Projects & Infrastructure
They should track the implementation of themes and initiatives with the same rigor they use for financial targets.
What differences could cause friction?Once leaders understand the existing cultures, they can begin to set the immediate cultural priorities, which should be based on two focal points. Semiconductors
Articulating these behaviors is an important step in translating the higher-level from–to shifts into practical and tactical actions.
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Public & Social Sector
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Pharmaceuticals & Medical Products
Taken together, these themes and their constituent initiatives encourage the desired behavior and promote the overall goals of the merger.Accountable business leaders must drive all the initiatives instead of delegating them to HR or communications groups. Solutions
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But the real power lies in the cumulative effect of these individual actions, which must therefore be part of a structured approach.“As an individual, you therefore had two choices. How do they motivate their people (say, through financial or emotional incentives)? Never miss an insight. Learn more about cookies, Opens in new
We'll email you when new articles are published on this topic. Cultural differences and organisational culture are both acknowledged to have played their part. By identifying the most influential employees, leaders can recruit them as change agents and give them the training and skills they need to be effective in this role.
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