Published 08.11.05, 12:00 AM

[+uc(substr('LESSONS FROM EXPERIENCE nDon't put culture on the backburner. The details of sealing the deal can obscure what seem like "softer" issues, but festering cultural differences can spell failure. Address them early in the process. nEvaluate cultural cues as rigorously as financial data. Assess areas such as decision-making style, execution discipline, and leadership approaches. nDefine your "end-state culture". Determine what kind of culture you want the merged organisation to have. Try to draw on the strengths of both companies. nEmphasise traits that the two organisations have in common. nAvoid the "winners and losers" mentality. Acquirers should refrain from forcing their approach on the other side. Source: Coping With M&A Culture Clash by Peter Haapaniemi, Business Empowered',0,1))+][+substr('LESSONS FROM EXPERIENCE nDon't put culture on the backburner. The details of sealing the deal can obscure what seem like "softer" issues, but festering cultural differences can spell failure. Address them early in the process. nEvaluate cultural cues as rigorously as financial data. Assess areas such as decision-making style, execution discipline, and leadership approaches. nDefine your "end-state culture". Determine what kind of culture you want the merged organisation to have. Try to draw on the strengths of both companies. nEmphasise traits that the two organisations have in common. nAvoid the "winners and losers" mentality. Acquirers should refrain from forcing their approach on the other side. Source: Coping With M&A Culture Clash by Peter Haapaniemi, Business Empowered',1)+]

By The Telegraph Online

HR MATTERS 14-03-2006