Managing Cultural Differences When Merging Companies
Excerpt from Making Mergers Work
The biggest obstacle to successful merger integration is conflicting corporate cultures. The disturbing statistics of merger failures document the problem: Between one-half and three-fourths of the deals that are done never measure up to original expectations.
The companies find they can’t live together. Sometimes they stay together, only to fight and feel miserable because their organizational values and lifestyles are incompatible.
Just what is “corporate culture”? Why is it so important? How does it exert such a profound influence over an organization and the way employees think, feel, and act? . . .