Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Merge Right
Projects face heightened challenges in the often volatile environment that exists during and after a merger or acquisition. As two different cultures are integrated and new expectations are set, it becomes even more important for leaders to define objectives, remove barriers and promote desired behaviors through regular feedback.
Merger and acquisition activities are on the rise — an understatement, really, when you consider that in 2006 M&A volume reached a record-breaking $4 trillion worldwide. Yet, according to The Conference Board, three out of four mergers and acquisitions fail. While this is an alarming statistic, it’s also completely understandable.
The probability of two identical corporate cultures is virtually nonexistent. Every organization has its own history, as well as its own ways of conducting business and getting things done. So when you consider the realities of integrating any two cultures, it’s no surprise that most fail. It also means that leading well is essential from the moment a merger or acquisition is announced.
Any merger generates an avalanche of documents that disclose legal and business due diligence about both companies. These documents, however, don’t reveal a bigger picture — the extent to which the two cultures differ and how each organization goes about its work.
No document can shed …
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"Hard work never killed anybody, but why take a chance?" - Charlie McCarthy (Edgar Bergen) |