Integrating cultures after a merger involves choosing between one dominant culture, a blend of both cultures, or a new company culture, designed and tailored to the merged entity. Without uniting people behind a common purpose, vision, company values and behaviours, performance and productivity can suffer, and employee engagement may well drop, drastically.

Post M&A integration goes beyond HR policy and includes re-designing work practices, policies, processes, systems, governance, behaviours, decision-making and organisational structure. Culture integration should not be a separate work stream, but should be integral part of the overall merger or partnership process, to maximise the value of the transaction.

Our approach to creating a company culture post-M&A cultural integration is practical, people-focused, and proven to deliver results.

Here’s how we help you turn culture into a driver of merger success:

1. Diagnose and Define

• We start with a thorough culture assessment, using surveys, interviews, and other diagnostics to map similarities, differences, and potential friction points between merging organisations.
• Together, we clarify the cultural objectives: whether to blend, adopt, or create a new culture, always aligning with your strategic goals and the value drivers of the deal.

2. Leadership Alignment

• We bring leaders from both sides together to build a shared vision and set clear expectations for the new culture
• Leadership alignment is essential for modelling the right behaviours and driving consistent messaging throughout the integration journey