[Pascha Apter]

Hello. I have a client who wants to merge his company with that of his largest client. Both owners have essentially agreed that the deal makes sense on a strategic basis, giving my client an exit over time and taking care of his concerns for legacy. I know both of the owners and their businesses well. I am very concerned that the merger is not a culture fit. The work ethic and the speed at which projects are completed couldn’t differ more than they do at these two companies. My idea is to bring the two companies together on a project as a way to ground my assessment of the cultural differences, with the goal of working through what arises with a small team before we officially bring the two entities together. Have you ever approached a merger using a strategy like this?

[Priyanka Chauhan]

I haven’t personally tried this approach before, but it sounds like a very good idea. Bringing the two companies together on a smaller project first would give you a practical way to observe the cultural differences in action, rather than relying only on assumptions. It can help reveal how each team works, makes decisions, communicates, manages deadlines, and responds to pressure.
This kind of pilot project could also create a safer space to identify and address friction before the full merger happens. If the work ethic and pace are very different, it is better to surface those issues early with a small group than discover them after the businesses are already combined. In that sense, your approach acts like a form of cultural due diligence and could help both owners make a more informed decision about whether the merger can truly succeed.

[Author]

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