The Unlikely Role of Enterprise Software in Defining Post-Merger Culture

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the ceo magazine, mergers and acquisitions,
Colin Earl, CEO, Agiloft

Mergers and acquisitions are for risk-takers, particularly when you consider that 83% of them fail to boost shareholder returns.[1] Despite these odds, M&A continues to appeal to companies of all stripes as offering the most direct path to achieving long-term strategy. The enduring siren song of M&A has generated troves of studies to identify why the failure rate is so high. The common culprits are differences in corporate culture and business systems. Collectively, these determine how a company does business.

The Seven Pillars of Company Culture

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the ceo magazine, corporate culture,
Chris Dyer, Founder & CEO, PeopleG2

Back in 2009, I barely knew what corporate culture was. My introduction came as the recession hit the United States and my company, PeopleG2, began to struggle. I took a deep look at what I could do to make things better from within, which led me to read, research, and ponder. A few years later, we came out of the recession stronger, happier, and determined. We also performed better, found huge improvements in productivity, and increased our profits. All of this was due to defining our unique culture. What seemed like a new superpower had actually been there all along.

How to Audit Corporate Culture

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the ceo magazine, corporate culture,
Justin Gwin, Risk Advisory Services Manager, Kaufman Rossin

Many recent high-profile scandals, such as those at Toshiba, Volkswagen, FIFA, and Wells Fargo, have shown the adverse effect of having a poor corporate culture. 

Toshiba’s $1.2 billion profit inflation scandal, which occurred over seven years and came to light last summer, was called “the most damaging event for the brand in the company’s 140-year history” by the outgoing CEO.  The Independent Investigation Committee concluded that “there existed a corporate culture at Toshiba where it was impossible to go against the boss’ will.” In less than six months from the initial announcement, the scandal had wiped roughly $8 billion off Toshiba’s market value.

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