| Summary: | The complexities of international mergers is compounded by the strong differences in culture across organisation, which is one of the major reasons for the failure of most mergers and acquisitions. These cultural differences fail to produce any benefit arising from the consolidation process to the shareholders and are responsible for actually destroying the overall value of the organisation.
WSP group, an engineering consultancy firm, through their inorganic acquisitions have progressively expanded to different geographies and faces the challenge of dealing with multi cultural teams. Through its various M&As across different regions the company faces problems with respect to integration, coordination and control.
This study aims at analysing the role of cultural issues in a post-merger situation and provides solutions to the engineering consulting industry for managing cultural clashes in the organisation, arising mainly due to lack of synergy, integration and multicultural environment.
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