Belief systems are an integral part of every culture. In today’s show, we focus on belief systems – what they are, why they are important, and how they affect business.
This episode is all about managing relationships. Join us as we take on two more “Culture Map” scales: Leading and Trusting.
HP and Autonomy give a great example to the importance of understanding synergies when making a cross-border deal.
Friction and distrust resulted from differences in behavior between HP and Autonomy. One company focuses on tasks, while the other focuses on relationships.
Applying the Mergers and Acquisitions Synergies Framework to the HP-Autonomy shows the cultural missteps that resulted in a failed merger.
Had Microsoft recognized the differences in the synergies between the company, the acquisition of Nokia would have resulted in a more profitable exchange for both parties.
Behavioral misunderstandings between cultures contributed to the corporate failure of Microsoft’s decision to acquire Nokia.
An introduction into Microsoft’s acquisition of Nokia that soon became one of the worst acquisitions in the history of M&A.
Lenovo is an example of a successful cross-border M&A, as it displays each of the components of the M&A Synergies Framework.
Lenovo made adjustments that influenced the way meetings were organized and conducted, along with other changes, to ensure behavioral/cultural differences would have little impact on the merger.