Mergers or acquisitions that succeed have qualities in common:  
• benefit to both parties related to new markets, 
   services, or resources; 
• strategies for accommodating different cultures of  
   the two organizations; and 
• integration efforts that are given as much attention 
   as the up-front negotiations.  
 
For most mergers or acquisitions under consideration, both parties usually can understand the strategic benefit from joining together. Where they stumble is in the resolution of cultural differences and in integration of two companies into one. 
 
When two organizations come together, the dominant firm commonly imposes its culture on the other. While this approach reduces ambiguity, it can also result in defections of key individuals who are needed to make it work. Building alignment through finding common ground in the two cultures is important. 
 
Starting the integration during the negotiation and due diligence processes is important, to smooth out the bumps that otherwise would occur after the transaction. 
 
We work with firms considering a merger or acquisition to identify suitable candidate firms, and advise on cultural issues, financial transaction strategies, and actions to integrate the two companies.