Making the Most of Culture Clash in M&A

Merging different corporate cultures after mergers, so often a point of contention, can actually be a source of strength; according to Marks, Mirvis, and Ashkenas. There are predictable steps in a culture clash, in which the two companies perceive and magnify differences, engage in the labeling of stereotypes, and offer put-downs. Managing culture clashes requires six specific steps: (1) assess cultural fit during due diligence, (2) clarify the cultural end-state, (3) educate people on culture clash, (4) engage in deep cultural learning, (5) end the old culture to get to the new one, and (6) align HR practices with the desired new culture.