CASE STUDY

Properly integrating two distinct corporate cultures during the acquisition was a key factor in mitigating risk and ultimately achieving the goals set forth in the investment thesis. 

 

Cultural Assessment

We conducted a thorough cultural and operating style assessment of both organizations through a listening tour. This step involved understanding the values, beliefs, behaviors, and communication styles of each organization. Through this process, we identified common objectives as well as similarities, differences, and potential areas of conflict between the cultures. I

 

Cultural Alignment
Once the cultural assessment was complete we focused on aligning the two organizations. This involved defining the desired culture for the merged entity including values, vision, mission, and strategic goals. Creating this guiding framework, especially when done as a collaborative effort with both teams, helped break down distrust and silos while building a strong foundation to expedite alignment.

 

Cultural Integration

We then developed a comprehensive plan that outlined specific actions, initiatives, and timelines for integrating the cultures. We identified cultural differences and leveraged the synergies between the organizations. It included initiatives such as defining quarterly objectives, cross-functional team interaction, and mentoring. We assigned decision-making responsibilities, and resources across both teams to ensure the plan's execution and success. 

 

Communication and Employee Engagement
We established a robust communication strategy that included touring remote locations, conducting frequent all-hands meetings, and reinforcing messages with a blog. This activity helped keep employees informed, address concerns, and provide updates on the progress of the integration.

 

By actively involving employees from both organizations, seeking their input, and encouraging their participation we fostered a sense of ownership, transparency, and collaboration. An important piece of this process was ensuring frontline managers were trained and felt comfortable leading in challenging times. This was an important step in building trust and minimizing resistance to change.

 

In addition, we implemented a new employee recognition program that enabled all employees to recognize others, helping to instill a culture of gratitude. 

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