The main problem in integrating companies

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As a recent study by PricewaterhouseCoopers found, the key to successful mergers is the integration of corporate cultures, which is considered in three main aspects:

defining desired behavior;

deployment of key role models;

providing meaningful incentives.

Indeed, a simple merger of two companies usa mobile phone numbers database does not yet result in the formation of a new corporate culture. The following are the features of corporate culture that hinder the effective integration of companies after a merger.

Features of organizational cultures and integration problems during company mergers:

Features of organizational cultures Integration issues
Decision-making style (e.g. consensus, top-down, etc.). To ensure full integration, decisions must be made promptly. Due to the mismatch of styles, decision-making takes longer and control over their implementation is complicated.
Leadership style (e.g. authoritarian or consultative, open or closed leadership, power distance, etc.). Changes in management style may lead to the departure of some employees who do not agree with it. These are mainly the most experienced and capable employees, who are also more inclined to change jobs. As a result, the overall qualifications of the staff decrease, which can significantly weaken the positive effect of integration.
Attitude to change (e.g. willingness to take risks by giving up satisfaction of current goals). When a team is not sufficiently prepared for change, employees begin to resist the implementation of new projects and refuse to solve the problems that accompany any integration.
Features of interaction (e.g. based on formal structure and definition of roles or based on informal relationships). If there are significant discrepancies in the order of interaction, it becomes more difficult to establish a stable work process. Ultimately, the idea of ​​integration does not find support among the staff, and accidental or deliberate breakdowns are possible.
Understanding of “personal success” (for example, whether there is a focus on individual “stars” or whether effective teamwork is important). The lack of a unified position can hinder the performance of work. Some will put effective interaction with colleagues first, while others will strive to demonstrate personal achievements. As a result, mutual dissatisfaction will begin to grow, and team cohesion will disappear.
The development of corporate culture after the merger of companies can be carried out in one of three standard directions: