Global mergers and acquisitions (M&A) activity hit record-setting highs in 2021 and there’s optimism that 2022 will still be a solid year for dealmaking, in accordance with Barclays. But following the deal closes also it becomes official, thats once the real work happens. Thats once the true success of the merger or acquisition is set, also it all starts with company culture.
Whilst having compatible company cultures might seem as an obvious factor to take into account, most companies focus only on tangible factors, including revenue and profit, the client mix, and the store of internal talent. How well both companies cultures align is all too often overlooked or an afterthought.
The truth is that cultural factors and organizational alignment are critical to success (and avoiding failure) in M&As. Some 95% of executives describe cultural fit as critical to the success of integration, in accordance with McKinsey. Yet 25% cite too little cultural cohesion and alignment because the primary reason integration efforts fail.
To greatly help avoid failure, among the first things companies must do when contemplating a merger or acquisition would be to conduct a culture mapping exercise, which entails mapping the values of the prospective organization and comparing them to the acquiring companys values. This can be a good start and may function as beginning of what ought to be many ongoing conversations. At CDW, we validate the culture of an organization through many discussions to make sure that the values on paper are really portion of the fabric of the business and not simply signs on a wall.
To make sure cultural alignment is taken seriously by both parties, this validation process ought to be led by the executive teams; they need to be focused on the cultural evaluation effort. Furthermore, outlined here are three key behaviors to guarantee the cultures of both companies align after and during the acquisition:
1. Pay attention to employees
This technique should begin as soon as possible, and action ought to be taken before cultural integration becomes challenging. Listening sounds easy and obvious aswell, but most companies aren’t expert as this practice. Active listening can be an incredibly important tool that needs to be used to assess culture fit during M&As. It’s necessary to understand how an organization began and how it has evolved from employees perspectives. The integration team should ask questions of employees, including questions about their careers, their greatest resources of pride, and anything they might change concerning the company should they could. These informal stories are where in fact the organizations culture and personality are truly revealed.
2. Do independent research
Informal research on the net is really a powerful tool for most reasons, including studying a companys culture. Needless to say, one bad employee review shouldn’t sink a deal, but themes will emerge as you look into social media, employee feedback sites, and the business’s informal activity on various platforms. Reading these posts should supply the acquiring company a feel for what the business celebrates, what it spends energy promoting, and, by direct extension, the real priorities that represent the culture of the business.
3. Verify your understanding
This section of M&A is highly nuanced and incredibly difficult to define. Every company differs and contains different internal structures and monikers. Likewise, every company has different methods to the way the work gets done and why is them successful. You need to repeat everything you think youre hearing to verify your understanding and leave behind all assumptions about how exactly things ought to be happening to be able to understand how these things are actually training (or not) in another environment.
After acquisition, it’s important to monitor the success of cultural integration. Among the ultimate goals of several acquisitions is retention of talent, which requires frequently taking the pulse of the culture fit. There are a number of different methods to diagnose that fit including regular surveys, to attain numerous employees, employee focus groups, or management interviews.
Company Culture doing his thing
Making certain a business remains faithful to its stated culture is really a process which should never end. The global pandemic and the resulting impacts on the labor market managed to get incumbent on all leaders to take into account employees more holistically, while also refocusing on are part of total life.
As M&A activity continues to intensify, there is absolutely no question companies will still be challenged to remain linked to employees, particularly when an M&A activity significantly escalates the size of the team. It had been especially difficult throughout this pandemic once the inability to visit meant there have been no opportunities to go to employees or gather in informal settings.
By the end of your day, how you promote your culture is through consistent communication and feedback using email, surveys, video messages, roundtable discussions, group chats along with other channels that best suit different teams and locations to ensure the communication is obtainable and inclusive for several. The complete company should be in love with company culture to make an integration successful, particularly if talent retention is really a key upshot of the investment hypothesis.
And equally vital that you being focused on a concentrate on culture, can be having the ability to recognize when two company cultures may simply struggle to coexist. Choosing to leave predicated on cultural incompatibility could be difficult, however in the future, it really is — and you will be — to get the best. When cultures don’t align, employees may feel they don’t continue steadily to thrive causing existing harmonies to be disrupted or destroyed through the transition.
Overall, in the event that you ensure that you emphasize culture fit during your M&A choice making process, you’ll ensure a cohesive final result which allows for employees to thrive in a fresh setting where they feel heard, seen and valued.