M&A (Role of HR) - 4. Acquirer & the Acquired - Cutural Integration

I don’t think any companies can maintain their distinct cultures in an M&A Setup. The distinct beliefs would invariably create chinks of differences in everything without fail everytime. If they do that, the arrangement will not last longer.

The very fact that we use the word distinct means “to be different”. The differences in CULTURE can be a big issue in future as the necessary alignment would call for a perfect blend.

Yes, we need to realize the GOOD & BEST of both the setups. The Best Practices of both setups which have proved to be useful need to be debated (un-biased) & discussed at length. We would need to compare what is unique & similar in the structures and systems, and polices and procedures of the two organizations. Standardized systems and structures and policies and procedures have to be developed to suit the changed needs of the merged or the acquired organization.

Still, the management has to take an unbiased view of what will work & not work in the new culture. If 1, 2, 3 are good culture practices or beliefs in Co. A (Acquirer), it has to stay, & if 4,5,6 are good practices in Co. B (Acquired), that has to stay as well. Essentially the commonalities can stay & they infact can make the joint so powerful that it just connects like YIN & YANG.