¿Cómo navegaría por las culturas de trabajo conflictivas al fusionar dos empresas de capital privado después de la adquisición?

Mergers of two companies in the PE sector often face a conflict of corporate cultures, which can negatively affect operational efficiency and synergies. For effective integration, it is important to conduct a preliminary analysis of the cultural aspects of both organizations. This includes an assessment of informal structures, reward systems and employee expectations. A key step is to form cross-functional teams representing both cultures, which will help in developing a unified value system. Regular general meetings and open discussions help to build trust and reduce tensions. Establishing transparent communication channels will help minimize rumors and misunderstandings.

When merging two Private Equity firms with different cultures, it is important to approach the integration strategically to minimize conflicts. First, a comprehensive cultural analysis of each organization should be conducted, identifying key differences in governance, decision-making, and corporate values. It is important to establish an integration committee consisting of representatives from both sides, which will work to develop agreed principles and processes. Particular attention should be paid to communication: regular, transparent, and problem-solving meetings will help smooth out contradictions by building trust. A flexible approach to adapting cultural practices is necessary to ensure successful integration and maximize synergies.

The first thing I would do is to sit down separately with each of the PE leaders and discuss with them to understand better their character, their skills and their vision. To identify (if possible) any conflicts between words and body language. The second thing I would do, is to sit down and discuss with all leaders of both PE present, and see if there is respect among them and will to cooperate. If what I see and feel is OK, then I would proceed with the next steps. Otherwise, I would try first to explain to each side the problems this project will face if they keep up with their present attitude.

Begin by conducting a cultural assessment to understand the core values and practices of each firm. Facilitate open dialogue with employees from both organizations to discuss their cultural attributes and identify common values. Establish a shared vision that incorporates the strengths of both cultures and aligns with strategic objectives. Implement integration teams composed of members from both firms to drive collaboration and foster a sense of ownership. Regularly communicate progress and celebrate successes to build a unified culture. Offer training and team-building activities to support the transition and ensure all employees feel valued and engaged during the integration process.

I fully agree to this perspective as the first step of the change. Then you need to engage the leaders and openly communicate the new vision

Change management tools like ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) help guide employees through the cultural transition, ensuring smoother integration. I applied the ADKAR model during a merger to help employees from both firms navigate the cultural shift. We began by building awareness of the benefits of the merger, followed by targeted training sessions to equip employees with the knowledge and ability to adapt to the new culture. Reinforcement activities, such as recognition programs for those who exemplified the new cultural values, ensured that the integration was both gradual and effective, leading to a more cohesive organisational culture.