Making the Most of Culture Clash in M&A

Making the Most of Culture Clash in M&A

When effectively managed, cultural distinctions can enrich the integration process and lead to a stronger combination of the two companies

When mergers and acquisitions (M&A) become front-page news, too often it’s because of a problem with cultural integration.

But, it doesn’t have to be this way. Including cultural due diligence in the merger decision process, working through a culture clash effectively, and shaping a new culture for the newly combined organization, can be key success factors in making deals work. When effectively managed, cultural distinctions can enrich the integration process and lead to a stronger combination of the two companies. In this article, we show you not only how to minimize the downside of culture clashes, but also how cultural differences can be leveraged to build a stronger organization.

Leader to Leader, Winter 2014

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