During a significant change like a merger or acquisition, listening, architecting and integrating both cultures is critical for maximizing the value of the deal. Organizations that thrive in today's complex business environment benefit from dynamic, robust cultures.
Why do we continue to perpetuate a problem we can solve? Bain Consulting reported that based on the survey data and anecdotal conversations with CEOs, executive leaders often don't know what to do when they need address cultural integration. Cultural integration and cultural change are deemed "fuzzy" right brain areas that most action oriented, results driven CEOs were challenged to address.
Yet successfully integrating the cultures of two different companies matters because culture is a significant organizational driver, both positively and negatively. What's hardest to see, quantify or examine often holds the most power in an organization. Culture can encompass how companies communicate, how people and teams relate, how conflict is handled, organizational beliefs, mindsets, emotions, and how events are interpreted – all of which influence how problems are solved and decisions are made.
On the quantitative side, 83% of mergers fail and 50% of leaders are terminated when these change initiatives fail to produce value. In fact, a 2011 global survey conducted by Aon Hewitt uncovered that unsuccessful cultural integration was the number two driver of deal failure. The number one driver of deal failure was "integration/implementation took longer than expected" which in and of itself is adversely impacted by unsuccessful cultural integration.
Without successful integration, likely outcomes include: mediocre, at best, decisions, problems solved with band aide solutions, and the exit of good talent. And the bottom line value of the deal is adversely impacted.
When faced with a "right brain" issue, such as culture, companies often try to create a linear "left brain" process to make addressing the issue. Here's the problem with that: It doesn't typically work in implementation or it doesn't work thoroughly enough over the long term. Ideally any problem would be solved using both our linear, analytical left brain and our creative, intuitive right brain. Cultural integration is no different. Because culture is often rooted in the unspoken, the believed, the unintentional and the symbolic, it deserves plenty of right brain creative attention.
During the webinar, we'll discuss a five step Cultural Integration Design process that helps two different companies come together to form a culture that works together well. By executing this five step process, executive leaders retain and increase the value of their business during a merger or acquisition. The method includes these five steps: Cultural Intelligence Assessment, Cultural Profile, Cultural Architecture, Design & Prototype, and Integrate & Train.
Why should you attend: According to a Deloitte survey, 43% of CFOs named post-deal integration a top concern. A 2004 Mercer survey revealed that 75% of executives cited "harmonizing culture and communicating with employees" as the most important factors for successful post-merger integration.
A 2011 global survey conducted by Aon Hewitt discovered that unsuccessful cultural integration was the number two driver of deal failure. The number one driver of deal failure was "integration/implementation took longer than expected" which in and of itself is adversely impacted by unsuccessful cultural integration.
Areas Covered in the Session:
- Understand the definition of culture and its role in your organization's success or failure
- Discuss key principles to assessing, influencing and designing culture
- Review a five step process for successfully integrating culture during a merger, acquisition or any significant change
Who Will Benefit:
- C-Level Leaders
- Senior Leaders
- Senior Managers
- Project Team Leaders
Claudette designs, customizes, and delivers coaching and consulting programs and interactive trainings that result in greater self-knowledge, enhanced leadership, and more effective strategic decision-making cross functionally within organizations. Claudette has broad skills as an executive coach, consultant, and trainer, and is experienced in designing and delivering coaching and training programs to include: effective communication, difficult conversations, decision making, influencing, conflict resolution, building effective teams, organizational alignment, accountability, leadership development, strategic thinking and planning, delegation, managing workplace change, negotiation, coaching for improved performance, and developing high performance cultures.
Claudette’s background includes experience working with Fortune 1000 companies, educational institutions such as Boston University School of Law, as well as non-profit organizations, and small businesses. In addition, Claudette’s expertise is coaching and training individuals and teams to manage conflict and communicate strategically in a wide range of complex situations such as systemic conflict, business partner and co-leader disputes, and disruptions resulting from rapid organizational or cultural changes. She is also an experienced practitioner in the Five Dysfunctions of Team methodology, MyersBriggs Type Indicator, the Synergist Quiz, and Thomas-Kilmann Conflict Mode Instrument and facilitates leadership and team development training programs using these instruments.
Claudette holds a Master of Social Work degree from the University of Michigan and the Professional Certified Coach credential through the International Coach Federation. She has completed additional training in organizational development, conflict resolution, mediation, the Predictable Success business life cycle model, and relationship systems coaching.
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