A C-Suite business journal that disrupts common thinking around culture.
There are no guarantees when it comes to mergers and acquisitions. That’s the hard reality. When the merger involves global firms, that reality scales to size. However, experiencing the second merger in my career in 2017 between two global firms, one conviction carried me through the uncertainty: Managing culture during a critical post-merger integration phase accelerates the alignment of two companies. Two companies, Morpho and Oberthur Technologies in this case, with a global footprint on six of the seven continents.
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