Integrating cultures in M&AsUnderstand what behaviours need changing and how to change themBy Bob Bundy12/04/2006|Canadian HR Reporter|Last Updated: 11/30/2006 Say the word “culture” around people familiar with merger and acquisition (M&A) deals and two reactions will be forthcoming. One, everyone will acknowledge how important it is to the success of the deal and two, everyone will proceed to offer a harrowing example of the consequences of a cultural misalignment they witnessed or experienced. Yet, despite these accounts, very few organizations actually do something about culture during M&As. Why? Because “culture” is a problematic concept. It’s multi-faceted, “soft” and difficult to define and measure. The problem often lies with the executives who simply don’t see the value of spending time and money on cultural integration and cultural change — at least, until they have been badly burned by it. As IBM’s Louis Gerstner wrote in his book, To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.