[Amanda David]

In tech consulting M&A, we spend a lot of time on strategy, synergies, and scale. But in my experience, culture often has a bigger impact on whether integration actually works.

This isn’t just about national culture. It shows up in how teams make decisions, handle risk, engage clients, and respond to change. When a firm acquires a niche consultancy, those cultural differences can either be respected and leveraged or unintentionally crushed.

I’m curious how others see it:

Have you seen culture derail an otherwise solid deal?

What cultural gaps show up most often in consulting acquisitions?

How early should cultural considerations come into deal planning?

Would love to hear real-world experiences.

[Author]

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