Last week, I discussed how during a merger and acquisition process, it’s important not to just try to create a new culture for the sake of culture or any of the soft definitions of culture. It’s more about creating a culture of competence that is targeted at aligning organizational focus, capability, systems, and processes to develop and enable the unique and differentiated value desired as a result of the merger or acquisition.
Building a culture of competence depends on how well the business can answer and orient itself around the following questions:
What aspects of the culture must we keep/enhance, eliminate, and create to ensure that the ways we work allow the integrated firm to organize itself in support of these unique value drivers and create a culture of competence?
Aligning leaders and the broader organization on the answers to these questions is of course only the first step in gaining clarity on the expected outcome for how you will then move forward in building a culture of competence. While this is really just the beginning of the process for creating a plan that will deliver the results you want to see, it’s an important step you can’t afford to ignore.