Over the last several months I have had the opportunity to speak with clients from several of the leading high technology companies in the world. Each of them are recognized leaders in growth through acquisition and integration. The one thing that has been most elusive to each of them is effectively managing the impact of culture in their acquisition integration processes.
I first began dealing with the issue of culture and its impact on strategic events in large enterprises back in the early 1990’s. As a leader in the Finance, Operations, and Strategy (FOS) practice of the Deloitte & Touche Consulting Group, I had a hand in deploying and refining our cutting edge (at the time) approach to quantifying and acting upon the impact of culture on strategic events in the enterprise. This approach, which we deemed “Culture Print” was a survey based assessment of cultural attributes. It was a unique way to quantify and act upon an otherwise “soft” concept that permeated the entire organization and how things got done.
Since that time, I have worked with a variety of teams and Tier I consulting approaches to understanding and managing the implications of culture. Most of these approached incorporate some type of survey to quantify cultural attributes, develop a gap analysis, and then design intervention designed to address the implication of the results. A set of cultural attributes for an acquistion might be represented by something like the following:
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