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Deloitte Insights Podcast|Crossing the Cultural Divide: The Importance of the Human Factor in M&A Due Diligence Episode
Culture may receive a good deal of lip service when it comes to mergers and acquisitions (M&A), but few companies, if any, are going to call off a deal because of cultural incompatibility. If little effort is made to facilitate the cultural fit, the hoped-for synergies aren’t likely to occur, and employees aren’t likely to embrace a new culture just because they’re working for a new company. Yet one company’s culture frequently does end up dominating, so it's important the integration team does its job effectively to help head off a clash of values, otherwise the new relationship is likely to get off to a very rocky start, and the honeymoon will soon be over.
Highlights:
- How do you define culture in the context of a business environment?
- While pre-merger due diligence can identify possible problems that are quantifiable, what are some ways companies can determine whether their cultures are compatible? How is it possible to get beyond soft, vague and poorly defined presentations of culture?
- Can different leadership styles interfere with the effectiveness of an M&A transaction? What strategies should companies consider to help mitigate the problem?
- What is the value of creating an “internal brand” for the merged company? How can it help build employee loyalty?
Guests:
Randy Albert, senior manager, Deloitte Consulting LLP
Fred Miller, director, Deloitte Consulting LLP
[ Tue, 09 Sep 2008 16:00:17 GMT ]
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