[Niklas Heinzelmann]

What are the most effective strategies for finding the right “new” company culture during a high-stakes merger or acquisition?

[Fatima Rabahallah]

From my experience, the best way to shape a new culture after a merger is to start by understanding what people actually value in both organizations. Once you identify the strengths on each side, it becomes much easier to build a culture that feels authentic rather than imposed. I’ve also seen that when leaders consistently model the new behaviors and employees are invited to help shape them : the culture settles in much faster and with far less resistance.

[Didrik Moe]

From my experience, most teams in a merger actually have far more in common than they initially believe. Where things tend to go wrong is when integration focuses too heavily on similarities and avoids talking about differences. Those differences do not disappear; they usually turn into frustration under the surface.

What I have found works better is to make the differences explicit early on. How do teams really make decisions? How are tools used day to day? Where are processes formal, and where do people rely on informal ways of working? Being open about this helps teams understand what will move closer together, what needs to change, and which differences may realistically remain.

Bringing teams together early to map ways of working creates shared understanding and ownership. But one of the most effective and least discussed elements in PMI is simple social interaction. Eating together, having a drink, and spending informal time helps people build trust and relationships. When people know each other as individuals, collaboration becomes easier, and integration outcomes tend to be more successful.

[Sílvia Duarte]

Adding to the above discussion: During a high-stakes merger or acquisition, the most effective way to shape the new company culture is to focus on the mechanisms that guide everyday behaviour, rather than on aspirational values. Culture settles around what the organisation rewards and how decisions are made. Reward systems send a powerful signal about which behaviours truly matter. When incentives, promotions, and recognition are aligned with the desired future ways of working, the new culture starts to form. If legacy reward structures remain unchanged, old behaviours tend to persist regardless of any stated cultural ambition. Decision-making has an equally strong impact. Clear decision rights, escalation paths, and risk boundaries reduce friction between legacy organisations. Over time, repeated patterns in how decisions are taken and owned define how the combined organisation actually operates.

[Micah Goldfus]

I wouldn’t say there always has to be a “new” culture – sometimes the acquired company just needs to integrate into the larger company’s culture. However, if it’s a merger of two equals, and a new culture has to be created, I’d recommend a few tactics: create a task force (inclusive of a handful of leaders and employees from both companies) to define new cultural norms and attributes, over-communicate and really sell the new culture, and embed cultural expectations in performance management (those that don’t “walk the talk” see a tangible impact).

[Donna D]

I would say the most effective approach is to define the target culture early, based on the deal’s strategic objectives rather than simply blending legacy cultures. Leadership should clearly articulate which behaviors, mechanisms, decision norms, and values are critical to value creation, and explicitly decide what to keep, change, or discard from each organization.
Identifying cultural “non-negotiables,” protecting key talent, and embedding culture into governance, performance management, and integration milestones helps ensure the new culture supports execution rather than becoming a source of friction.

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