Case Study: Culture Integration After a Business Merger
When it comes to workplace culture during a business merger, the challenges often run deeper than operational changes. A few years ago, one of our national clients acquired their main competitor in Queensland. At the time, they had no State Manager, and their competitor—similar in size—had strong leadership. In a strategic move, they recruited the competitor’s manager to lead the newly merged site. This gave the impression of a merger of equals rather than a straightforward takeover.
The two businesses were consolidated into one location, and every role was reselected. In a deliberate show of fairness, approximately 50% of the positions were filled from each side. This balance reinforced the idea of equality between the two teams and, at first glance, seemed like a strong start to culture integration.
The Hidden Culture Challenges
As time passed, cracks began to show. The expected sales growth and performance improvements didn’t materialise. The issues were rooted in company acquisition culture challenges—poor communication, mistrust, resentment, and even active avoidance between employees from the two original companies.
The site had effectively merged operations but not culture. In fact, some employees had avoided speaking to one another for over six months. It became clear that operational integration was meaningless without cultural integration.
Culture Transformation Strategies in Action
Recognising the need for change, the leadership decided to take a deliberate organisational change management approach. We began by assessing the need for culture change through on-site interviews and discussions. We then gathered the key influencers—both formal leaders and informal cultural drivers—for an offsite workshop.
The first step was to align everyone on the new business strategy. This made it clear that culture wasn’t just “nice to have”—it was a business-critical factor. The group then agreed to define the new culture with one simple, powerful word: Engaged.
Why One Word Works
For this team, “engaged” meant more than just being present at work. It meant actively connecting with other departments, showing interest in colleagues’ work, greeting each other daily, and—most importantly—aligning with the merged business strategy.
While some critics argue that one word can’t possibly capture all aspects of culture, the simplicity actually helps. Unlike complex value statements or abstract models, a single word creates a common reference point and sparks practical conversations.
From Resistance to Results
The shift was significant. Conversations about “how to be engaged” replaced unspoken hostility. Small actions, like saying hello or asking about another department’s projects, helped rebuild trust.
The result? This case study on culture success shows that the site not only improved collaboration but also turned around performance. By focusing on M&A culture change strategies and making culture visible, the business moved from dysfunction to readiness for the next stage of growth.
