Listed below are a number of cultural dimensions and indices that are organized across a continuum.

Step 1: Review each cultural characteristic and place an A in the column that most closely represents your perception of the Acquirer’s culture.
Step 2: Place B in the column that most closely represents the Acquired Company’s current culture.
Step 3: Calculate the absolute difference between each rating to determine the largest culture gaps.

Cultural Characteristics 1 2 3 4 5  
Strategic Orientation
Customer/Market Driven           Technology Driven
Long-term profit orientation           Short-term profit orientation
Employees understand and committed to strategy           Employees don’t understand and/or are not committed to strategy
Activity focused           Results focused
Strategically focused           Operationally or crisis focused
Fast follower regarding product instruction           Bleeding edge products
Slow to respond to market dynamics           Flexible, highly market responsive
Top down focus           Three-way
Infrequent sensing           Frequent sensing
Filtered           Filtered Open/candid
Training and Development
Considerable opportunity for employee development           Limited opportunity for employee development
Development is based on informal mechanisms with wide degrees of latitude           Development tightly aligned with competency model or career ladder
Development focus on current job           Development focuses on current and future jobs
Focus on rewarding individual performance           Good balance of individual and team performance rewards
Employees have minimum involvement in setting performance expectations           Employees have significant involvement in setting performance specifications
Seniority based           Performance based
Performance standards are clear           Performance standards are ambiguous
Compensation at/above market           Compensation below market
Employees receive regular performance feedback           Employees don’t receive regular performance feedback
Decision Making
Slow           Fast
Centralized decision making/multiple approval levels           Few approval levels and broad spans of control
Analytical/cautious           Intuitive/daring
Authority levels are clearly understood           Confusion exists regarding authority levels
Risk Taking
Risk averse           Calculated risk taking encouraged
Mistakes are punished           Innovation rewarded
Management does not solicit or act on employee ideas for improvement           Management encourages and quickly acts on employee ideas for improvement
Short term           Long term
Reactive           Proactive
Informal           Formal
Intuitive about competition           Constantly monitor competition
Low cooperation across departments           High cooperation across departments
Low trust           High trust
Silo perspective           Process/cross functional perspective
Conflict is surfaced and resolved           Culture is polite and conflict is avoided
Management Practices
Leaders are hard drivers           Leaders are paternalistic
Policies applied uniformly           Policies applied arbitrarily
High levels of feedback and coaching           Infrequent or no feedback and coaching
Few unnecessary procedures, policies, and business rules           Procedures, policies, and business rules used to guide employee behavior
Cost and control driven           Service and quality driven
People feel appreciated and valued           People don’t feel appreciated and valued
Low stress/burnout environment           High workload/long work hours environment
Workforce embraces change           Workforce strives to maintain status quo
Roles clearly understood           Considerable role ambiguity
Organization is flat           Organization has many layers
Employees have access to the information they need to be successful           Information is either lacking, untimely, or incorrect
Technology is not state of the art           Technology is state of the art