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It pays to drill down into culture
Because New Energy M&A are often in areas which are either adjacent to the existing business, or completely new to it, the acquiring company will frequently need to build new capabilities and acquire new skill sets. This is where getting a grasp of culture is critical.
This report explores how:
- It’s just as much about importing a new culture as well as acquiring new capabilities
- A formal process for "cultural due diligence" can complement an intuitive approach
- Aligning acquirer and target needs is a difficult balancing act
- The right degree of separation between parent and acquisition depends on the strategic importance of culture
- Smaller acquired companies inevitably face some uncomfortable realities
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