Corporate Mergers – Corporate Culture
During mergers, organisations’ differing motivational and value systems are a significant challenge to staffing. These cultural patterns are embedded in managers and have a tremendous effect on their actions and decisions.
When managers in merging companies are audited, often the objective of analysis is just the differences in competences. That’s not enough, though, if one wants to quickly get a well-matched management team and avoid performance-reducing dissonance. The question is: which people represent, on top of the necessary competences, the motivational and/or value systems desired, and which differences is one willing to tolerate?