One of the challenges in interpreting engagement data is that results can be influenced by employee reactions to climate factors such as a poor manager, the office environment, and recent organisational changes. Consequently, it can be hard to determine whether results are truly reflective of the organisation’s engagement or if they have been skewed by a recent organisational event, such as downsizing.
The most effective work on culture begins well before a deal is in full swing.
With thoughtful preparation, a clear strategy and commitment to cultural alignment, organisations can improve their odds of achieving expected merger outcomes.
Every merger or acquisition is undertaken to enhance business value, yet many fail to achieve expected outcomes because of a failure to effectively manage cultural risks and harness cultural opportunities. Data shows that up to 50% - 70% of mergers and acquisitions fail to achieve expected returns. In most of these underperforming deals, culture clash is at the top on the list of reasons for failure.
Superficiality damages culture initiatives.
I frequently find organisations developing long, excited lists of the values and behaviours they want to underpin their culture and drive their culture management.