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The power of using values to drive post-merger integration

By Andrew Hedley, Director, Hedley Consulting

18 April 2013

Ignore the importance of cultural fit and strong shared values at your peril when merging firms. Cultural dissonance is one of the most common reasons that mergers fail to deliver their expected returns. Within law firms, for which common values and behaviours are crucial to creating cohesion, getting these aspects of a merger wrong can be disastrous.

The smart leader will recognise the problems that a mismatch of values can create if not dealt with early in the integration process. The potential disenfranchisement of large sections of the firm and the hardening of historic sentiments will make desirable cultural change even more difficult to achieve once the position has crystallised post-merger.

Values programme

Using a values programme to drive integration is much more than a defensive play to avoid internal conflict; it represents a significant opportunity to enhance and accelerate integration.

Of itself, th...

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