Implementing cultural post-merger integration. Strengthening leadership behavior and communication, implementing new corporate cultures and integrating teams.

“Change is law
and no amount
of pretending
will alter that reality.”


M&A transactions are to create value by generating revenue and/or cost synergies. Frequently objectives, strategies and structures are being well defined early. However almost half of all M&A transactions fail to create value.

Often Post-merger integration (PMI) is implemented too late, too mechanistic and too standardized. And above all prospects and perils of cultural integration are often underrated.

Identifying cultural differences between the organizations, addressing these differences, defining a post-merger culture, actively implementing desired values and characteristic sets of behaviors and tracking progress are key success factors of cultural PMI.

In assisting leaders, their teams and organizations in PMI processes I mainly focus on:

  • Leadership Behavior: intensifying leaders’ commitment in creating a new culture and acting as role models.
  • Leadership Communication: Supporting clear, appreciative and extensive communication (rather too much than too little).
  • Cultural Integration: stimulating cultural change, implementing key elements of the new culture, teaming up employees from both organizations, fostering mutual understanding and esteem.