M&A Culture

Cultural integration seems to appear at the top of everyone's frustration list when talking about M&A. When mergers fail, the most frequently cited cause is cultural conflict. Nonetheless, few companies invest much time, if any time at all, in cultural due diligence. Often culture seems too fuzzy and soft. It does not have the clarity of financial analysis and other types of due diligence so many executives don't bother with it. Or they simply assess culture based on their impressions of the executives they are working with when negotiating the deal. Before close, at a minimum acquirers should identify where they converge or diverge with the target company on operating philosophies, communication, and performance management.

This section of the web site provides presentations, assessments, and research that educate acquirers about how to best perform cultural due diligence and integrate disparate cultures.

M&A Culture Due Diligence

M&A Culture Best Practices