Use cases / Merger of two organisations
Client case
Deepler Culture · Culture
Culture in a merger: two organisations side by side
Two organisations are joining forces. On paper it fits, but in practice they work very differently. With Deepler Culture, both organisations measure the same cultural contrasts. This makes visible where the cultures clash and where they strengthen each other, even before the integration begins.
Situation
Merger
Participants
Both organisations
Solution
Deepler Culture
Application
Culture measurement
In brief
The question
How differently do the two organisations actually work?
The insight
The risks lie in a few concrete contrasts, not in "the culture" in general.
The result
An integration plan that takes the differences into account.
The question: do the cultures fit together?
In mergers and acquisitions, attention often goes to finances, systems and structure. Yet cultural differences are a frequently cited reason why a merger delivers less than expected. The boards want to know where the differences lie before teams start working together.
The approach: the same survey in both organisations
With Deepler Culture employees of both organisations complete the same culture survey. The survey works with cultural contrasts, such as conservative versus innovative and internally focused versus customer focused. In addition, both boards indicate which culture they aim for after the merger.
One survey
The same contrasts in both organisations
Side by side
Organisation A and B in one culture map
Plus the ambition
The desired culture after the merger
The insight: where the cultures clash and strengthen each other
The culture map shows that the organisations are close together on some contrasts, but far apart on others. For example, in how directly feedback is given or how much room there is for own initiative. Those differences are exactly where collaboration will chafe, and where the integration plan needs to pay attention.
Culture map: organisation A, B and the ambition
Biggest difference: how directly feedback is given. That is where the integration plan starts.
Illustrative representation
The result: integration based on facts
Instead of assumptions about “their culture” and “our culture”, there is a shared picture. The boards consciously choose on which points they want to grow towards each other, and a follow-up survey after the integration shows whether that succeeds.
- A shared picture of both cultures
- Risks for the integration identified in time
- A follow-up survey to track progress
Taking culture into account in a merger: three lessons
Culture is not a soft topic in a merger. Three lessons:
Measure before the integration
The earlier the differences are known, the better you can steer on them.
Make it concrete
Talk about specific contrasts instead of culture in general.
Measure again
A follow-up survey shows whether the cultures are growing towards each other.
The desired culture also changes with a new strategy. Read the case on making culture change measurable, or view Deepler Culture.
Frequently asked questions
Frequently asked questions about culture in a merger
Why is culture important in a merger?
Because employees from both organisations have to start working together. If ways of working, decision-making and manners differ strongly, that leads to friction and attrition. Anyone who knows the differences in advance can steer on them in a targeted way.
How do you measure the culture of two organisations?
By having employees of both organisations complete the same culture survey. Deepler Culture works with cultural contrasts, so you can compare the outcomes side by side directly.
What are cultural contrasts?
Pairs of two extremes between which a culture moves, such as conservative versus innovative or internally focused versus customer focused. This makes culture concrete and comparable.
When do you measure culture in a merger?
Preferably before the integration begins, and again after six to twelve months to see whether the cultures are growing towards each other.
Can this also be done for an acquisition or due diligence?
Yes. A culture survey also gives insight into the risks and opportunities of the collaboration in an acquisition or due diligence.