The cultural differences between the Acquirer and Acquired Company are identified.


  • Reality
  • How You Described Yourself
  • Cultural Traits
  • Human Resources and Information Technology
  • Acquirer
  • Acquired Company
  • Messages
  • Assessment Summary

Except from Presentation:

Cultural Traits

Performance Management

  • Formal: Acquired Co. using incentive pay (bonuses) much more broadly and  deeply than Acquirer.
  • Informal: Both organizations expect managers to address performance on an on-  going, as-needed basis.


  • Acquirer’s preferred communication style is less structured; picking up the phone is typical in lieu of meeting in-person.

Spending Habits

  • The companies’ attitudes are quite similar. They are careful - willing to spend when a return is demonstrated or on safety.

Work/Life Balance

  • At both companies, people felt they had work/life balance.
  • If they were out of balance, it was their choice or an unusual spike in the business

Human Resources and Information Technology


  • Acquired Co. benefits were mentioned often, especially tuition reimbursement.
  • Neither company has a lot of formal development programs - training limited primarily to safety. "Self-motivated development"
  • Those viewing the acquisition as an opportunity for growth wonder how they will know about potential opportunities in the new organization. "So much tenure no where to go" "Career growth is luck, timing, or who you work for."


  • Acquired Co. has been working to centralize IT systems - this process can be viewed as a lesson on how well the SBUs accept giving up some of their control.

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