Executives involved in mergers are typically diligent in planning each step — from discovery to closing — but they often fail to map out a vision for the post-merger culture or define how to get there.
Despite immense pressure to integrate behaviors quickly, combining two separate cultures can be a daunting task. But waiting won’t magically create the needed mix, and a strong culture is vital to a successful integration.
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Executives should be thinking about culture in every phase of a merger, but the first 100 days will set the