Implement and Sustain Cultural Integration Post-Merger or Acquisition

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Few M&As consider culture pre-transaction, and even fewer have comprehensive plans for integrating cultures post-transaction.
Traditional approaches to change and culture management cannot be comprehensively applied to M&A situations due to the confidential nature and legal requirements that delay communication with employees in most cases.

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Our Advice

Critical Insight

In mergers and acquisitions (M&As), cultural integration cannot be ignored. Organizations that leverage change management and communication around organizational values, cultural drivers, and leadership buy-in move beyond the standard practice of unguided cultural evolution and toward achieving their M&A objectives.

Impact and Result

Leverage the power of the employee voice to establish a future state of organizational culture based on shared values that provide the integrated organization a cultural vision to work toward.
Promote effective change management strategies, accounting for M&A considerations. This includes communicating effectively to drive organizational effectiveness, improve employee engagement, reinforce desired behaviors, and create value within the integrated organization.

Implement and Sustain Cultural Integration Post-Merger or Acquisition Research & Tools

1. Assess and define future state

Conduct a cultural assessment, select and define focus values for the integrated organization, and develop culture initiatives to support the desired future state.

2. Implement culture change

Identify HR and leadership’s role in managing culture change after an M&A and prepare for the long-term process of culture change.

3. Sustain cultural integration

Establish metrics and boundaries to monitor cultural integration and identify areas of opportunity to sustain cultural integration.

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Get the help you need in this 3-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Assess culture and define future state

Call 1: Discuss culture assessment and review feedback collection method to prepare to establish focus values.
Call 2: Review feedback results and select three to five focus values.
Call 3: Discuss culture goals and initiatives related to focus values.

Guided Implementation 2: Implement culture change

Call 1: Review roles and responsibilities for managing culture change after an M&A.
Call 2: Discuss preparation for long-term process of culture change through strong communication.
Call 3: Review change reactions and anticipate resistance.

Guided Implementation 3: Sustain cultural integration

Call 1: Discuss metrics to track and monitor progress.
Call 2: Review cultural considerations for future organizational strategies to sustain cultural integration.

Contributors

Tatiana Belotto, Change Management Consultant, Pivot Strategies
Preeti Bhat, Senior HR Manager, Dover Fueling Solutions
Anthony Bowdry, Talent Development Manager, Thorntons Inc.
Phil Buckley, Managing Director, Change with Confidence
Brandy Chetsas, Senior Organizational Change Management Consultant, Pivot Strategies
Stephen Dixon, VP of HR Administration, California Accountants Mutual Insurance Company
Shannon Latham, Chief People Officer, H.W. Lochner
Sean McCaughan, Chief Strategy & Growth Officer, Oakville Enterprises Corporation
Beth Mitchell, Co-Chief Executive Officer, Canadian Mental Health Association: Thames Valley Addiction and Mental Health Services
Usama El Saman Mohamed, VP Organization Transformation & HR Consulting, Info-Tech Research Group
John Morada, Chief Operating Officer, M&A Science
Josselyn Ruby, Organizational Change Management, H.W. Lochner
Linda Sibley, Co-Chief Executive Officer, Canadian Mental Health Association: Thames Valley Addiction and Mental Health Services