According to a recent KPMG survey, only 34% of M&A deals actually have a positive effect on the acquirer's business.
Paul Beveridge, managing director of Venture Structured Finance, says it may be due in part to the friction generated when two uniquely-cultured workforces are merged together. If this is part of the problem how can the situation be improved?
Initially, open questions can be used to establish the different cultures within the separate workforces, questions such as: what values does each company subscribe to? what employee benefits are offered? how does the management structure operate?
Once these differences have been established, it should be possible to implement a framework to handle any major problems. Key methods of implementation include: keeping staff informed and updated through all levels of management; highlighting areas of grievance and developing a method of solution; developing (from an early stage) a system of staff morale boosting exercises.
Balancing new and existing clients as well as managing the initial M&A and establishing a positive social environment within the workplace will generate and motivate all levels of staff towards a harmonious and hopefully profitable future.