“We used to dance; now we march”: How M&As can kill culture

If you're not careful, you can destroy the very thing that made the acquisition valuable in the first place.

by Mieke Jacobs and Paul Zonneveld

A deterioration of culture after a merger or acquisition can manifest itself in different forms: from killing the culture of the acquired partner, leaving them feeling subject to a hostile takeover, to a general regression in cultural maturity of the entire combined organisation.

Killing the culture of the acquired partner is particularly common when incumbents try to buy the innovator in their field, the disruptive competitor or the ingenious start-up (in other words, the partner that is inherently different and became attractive for that very reason). 

For example:  

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