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.
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