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How do you align the cultures of two merged firms?

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Merging two firms can be a complex and challenging process, especially when it comes to aligning the cultures of the different organizations. Culture is not just about values and norms, but also about behaviors, beliefs, assumptions, and expectations that shape how people work and interact. A successful post-merger integration requires a clear vision, a strong communication strategy, and a collaborative approach to foster a shared culture that supports the strategic goals of the combined entity. Here are some tips on how to align the cultures of two merged firms.

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Eric Thormann

Senior Investment Advisor / Board Member.
David John William Bailey

Call me - I help founders of growth businesses excel at financial strategy. Double the growth, half the risk. Be ready…

1 Assess the current cultures

Before you can align the cultures of two merged firms, you need to understand the current state of each organization. You can use various tools and methods, such as surveys, interviews, focus groups, and observations, to assess the strengths and weaknesses of each culture, as well as the similarities and differences. You should also identify the key stakeholders, influencers, and champions who can help you shape and communicate the desired culture.

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Eric Thormann

Senior Investment Advisor / Board Member.
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That is a tough and critical question indeed: The cultural assessment in my view should be done before the acquisition and be a make or break of the deal. A good example, I experienced, was the merger between Renault and Volvo cars many years ago. Few days before the official announcement the deal was called off because the corporate cultures were incompatible. Needless to say that the Ford take over executed some years later was not a great success. Later in my career I also experienced UTC acquiring smaller entities, in this case also it ended up being difficult experiences. The core reasons were: 1/ Resistance to change of the small acquired company. 2/ Arrogance of the leadership team of the acquirer.

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David John William Bailey

Call me - I help founders of growth businesses excel at financial strategy. Double the growth, half the risk. Be ready for investors. Exit better. DJWB & Co Business Advisors.
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Start here. Assess the culture of your own organisation and the target carefully before making a single move. It is possible to bring cultures into alignment over time, but is hugely expensive (in financial and management time) and requires excellent leadership as well as a little luck. Therefore, the smaller the gaps between the two cultures at the start, the more likely you are to succeed. Culture is brand, and getting it wrong is far more expensive than most can understand until they have got it wrong once or twice. If you have a choice between a big financial win with huge culture gaps, and a moderate financial win with close culture fit, I would suggest choosing the second option. When that has worked, see if you want more challenge.

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2 Define the desired culture

Once you have a clear picture of the current cultures, you need to define the desired culture for the merged entity. You should involve the senior leaders, the employees, and the customers in this process, as they are the ones who will live and experience the new culture. You should articulate the vision, mission, values, and behaviors that will guide the merged firm, and how they align with the strategic objectives and the customer needs. You should also define the metrics and indicators that will measure the progress and impact of the cultural alignment.

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Eric Thormann

Senior Investment Advisor / Board Member.
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In my experience, it start with the capacity of the leadership team of the acquirer to understand and accept, cultural differences. 1/ Say for example, If you do not accept that people will have different values and behaviors in Germany than the United States it is way better to refrain from moving ahead. 2/ A culture can not be imposed, it does take time to be progressively changed. 3/ Documents as Vision, Mission statements ... are only theoretical , you will only have the ability to change a culture by winning the hearts of people by proving day after days that you respect their cultural identities. 4/ This said, the "sabotaging" of the needed changes, by the frustrated staff of the acquired company must be sanctioned immediately.

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3 Communicate the desired culture

Communication is key to aligning the cultures of two merged firms. You should communicate the desired culture early, often, and consistently, using various channels and formats, such as newsletters, webinars, town halls, and workshops. You should also communicate the benefits and expectations of the cultural alignment, as well as the challenges and risks that may arise. You should address the concerns and questions of the employees and the customers, and provide feedback and recognition for their efforts and contributions.

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Eric Thormann

Senior Investment Advisor / Board Member.
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Absolutely operating mechanisms need to be designed to ease implementation. As in any change process. Best is direct discussions and meeting with people. Must be genuine conversations and not top down.

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4 Implement the desired culture

Communication alone is not enough to align the cultures of two merged firms. You also need to implement the desired culture in the daily operations and interactions of the merged entity. You should align the policies, processes, systems, and structures with the desired culture, and ensure that they support and reinforce the vision, values, and behaviors. You should also provide training, coaching, and mentoring to help the employees and the customers adapt and embrace the new culture.

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5 Monitor and evaluate the desired culture

Aligning the cultures of two merged firms is not a one-time event, but an ongoing process that requires constant monitoring and evaluation. You should track and measure the outcomes and impacts of the cultural alignment, using the metrics and indicators that you defined earlier. You should also collect and analyze feedback and data from the employees and the customers, and identify the gaps, issues, and opportunities for improvement. You should also celebrate the successes and achievements, and share the best practices and lessons learned.

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6 Adjust and improve the desired culture

Aligning the cultures of two merged firms is not a static or fixed state, but a dynamic and flexible one that evolves over time. You should be ready to adjust and improve the desired culture based on the changing needs and expectations of the employees, the customers, and the market. You should also foster a culture of learning and innovation, that encourages experimentation, feedback, and collaboration. You should also revisit and revise the vision, values, and behaviors as needed, to ensure that they remain relevant and effective.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you align the cultures of two merged firms?

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1 Assess the current cultures

2 Define the desired culture

3 Communicate the desired culture

4 Implement the desired culture

5 Monitor and evaluate the desired culture

6 Adjust and improve the desired culture

7 Here’s what else to consider

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