Our experience has shown that the integration agenda with respect to people and culture requires two distinct areas of focus to address the “invisible” drivers of behavior.
– The first involves managing the initial emotional response, the state of mind, of the acquired personnel by making them feel welcome, valued and certain about their future. How they feel then determines their level of engagement with, and commitment to, the new identity.
– The second process is at the heart of the cultural integration. It is the process of aligning the mindsets of the personnel in both organisations. This deeper challenge of achieving a shift in mindsets is one that few acquirers consider, let alone understand what it involves or how to do it.
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