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Culture Transfer During Mergers And Acquisitions

Culture Transfer During Mergers And Acquisitions

What often happens is that the acquired entity’s culture lies dormant in the first few weeks of integration due to the immediate and urgent operational necessity of other practical tasks. This is where communication is key.

Of course, culture is a complex network of behaviours that communications alone cannot control; however, the way in which we execute communications can have a strong bearing on how well all stakeholders (like leaders and employees) approach the subsequent cultural integration.

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Just as you would when marketing to a potential prospect, you should take a needs-based approach and communicate based on what they want to know — not what you want to tell them. Prepare to handle objections; it’s inevitable.

A tried-and-tested execution plan for both internal and external comms is important, yet it’s equally important not to be rigid with that strategy and to adjust your comms plan according to the way in which employees are responding in real time.

The most impactful and effective comms are those that take the most time and effort to deliver. Two-way and visual comms are key; employees are no different from consumers or clients. They want to engage with humans and to feel that the business understands them as individuals.

When it comes to M&A, the reality is that business isn’t just business. People enable a business to operate, and people have feelings and emotions, particularly about changes that are out of their control.

It just takes one side conversation that inadvertently deviates from the planned strategy to start the relationship off on the wrong foot. Make sure the leadership team is clearly aligned.

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