Cultural Integration

All integration is Cultural Integration

 

Culture is mindset.

It expresses itself in the way things are done by custom in any one place or environment.

 

Individuals bring their professional and organisational perspectives into the set up in the same way as those based on national and ethnic upbringing.

 

 

Cultural diversity is a fact – everywhere.

Every organisation comprises people with different skill sets, which means that as a group, they will perceive any situation from a range of perspectives.

This variety of world views frequently leads to conflict, with its consequential business losses, simply due to an inability to perceive an issue from a perspective different from one's own. People focus on irrelevant issues such as differences, being "right", "our approach", etc.

 

Creating an integrated unit which leverages the existing different perspectives to the benefit of the whole organisation is the real challenge.

 

As a corporation, you should not be spending resources being "concerned about diversity" or trying to "do something about it". This approach is neither fruitful, nor is it oriented towards progress.

We focus on the business and use your diversity as a resource to leverage results.

We are practical, relevant, involving, clear.

 

 

Post-Acquisition Integration (usually incorrectly referred to as 'Post-Merger Integration')

 

Post-Acquisition provides a classic obvious need for a cultural integration initiative.

After all, here, you are amalgamating two or more organisations consisting of people with perhaps widely differemnt approaches to their business.

Corporate and institutional history contains numerous graveyards in which failed 'mergers' are buried – frequently simply due to a lack of effective integration initiatives.

 

Let's start by being clear about the situation – "Post-Merger" is an illusion. Mergers do not exist in the real world.

The reality when two or more companies join up is acquisition - One always takes over the other(s).

 

Explicit recognition of the facts, being honest and realistic to your employees in any change situation, will be appreciated and increase the probability of success – everybody in the organisation knows the score anyway.

And, of course, it's useful to be clear not only about what you would like the new organisation to achieve but also how you intend to do it.

 

Feel free to call us.