A merger is the integration of two organizations into one. The reasons to do so are numerous: economies of scale, industry capacity reduction, growth, acquisition of know-how … But the data are impressively dramatic. Most mergers fail and destroy value. One of the main reasons is because there is not enough focus on cultural compatibility.
I propose these 10 “guidelines for culture management during mergers”.
The success of a merger should not be a matter of coincidence. Even though the integration of two organizations does not follow predictable paths, organizations can do a lot to avoid the collision of two cultures.
Otolith is a European advisory house, focussed on the improvement of strategy execution.
People are the center of any successful strategy. Every strategy should be people-centric.