Summary While we know that experienced acquirers evaluate culture already, we also know that there is no “silver bullet,” no “one way” or the “best way.” Each firm does it differently, but they all share one principle in common: They all have a very organized and disciplined approach. We’ve never looked back once we The framework is the starting point — but there is nothing were able to demonstrate the value unique about the framework, and each firm has variations of this work. Now business leaders of this model for its own purposes. The important point is to reach out to make sure we’re going have a framework in the first place, prepared and ready for to do these assessments for them, use, and for it to contain the elements that support and most especially since we can have multiple impact deal goals and risks. deals going on at the same time, Most of the planning for integration and the related changes which frankly stretches our ability to first takes place at the buyer, but then in collaboration with give each deal equal attention.” the target as the deal moves through the phases. However, most of the actual changes happen at the acquired business Corporate Development, Cultural Assessment Team and are actioned by the people who work there. These are the people who must change their daily activities to make the changes “stick.” Done well, this work can have a massive impact on the success of the deal. How advanced acquirers approach culture in M&A 15