Successful integration depends on the new partners’ ability to negotiate a common vision of how to resolve delicate problems. Four specific areas were studied:

Credibility factors: when companies merge and appoint their managers, what criteria are their choices based on and whom do they appoint? It is important to communicate these choices effectively to ensure that they are understood and accepted by everyone.
The way that power is exercised: under what conditions is the legitimacy of a new manager’s exercise of power recognised by the other employees?

Procedures: the merger or linking of companies creates many problems that must be quickly resolved. Do the companies have the same procedures? Do they use different problem-solving approaches?

The method used to motivate employees to achieve the vision of the future: there are many ways to answer the question of how to ensure that employees adhere to the new vision of the company, thereby guaranteeing its future success. To a large extent the answers depend on the corporate culture. The new partners must agree on how to communicate the common vision, in order for each employee to feel motivated by the company’s challenge.

    It is possible to avoid many surprises by explicitly and openly addressing the issue of cultural differences from the outset”, said Tryggve Sthen (1), Chairman of Volvo Global Trucks at the time of the merger.

    ICM’s comparative cultural analysis gave us a language – a series of descriptions of the company’s objectives, of how we expressed ourselves, and how to take decisions together. The study was revealing and served as the basis of discussions on how we would build the new group. Thus, instead of being irritated or uncomfortable, we were able to describe how we wanted to attain this goal. Rather than wasting time by discovering what was implicit and unexpected, we accepted the reality and the diversity as they were, which enabled us to quickly move on to the next phase, says Tryggve Sthen.

    To make sure that the comparative cultural analysis is used effectively, one must have a clear idea of the priority actions that one wishes to undertake, adds Håkan Hallèn, Executive Vice President of Human Resources.

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