Being active in 190 countries around the world, mergers and acquistions are part of the business routine for the engineering conglemerate Siemens AG. A smooth integration process is vital for business success. Supporting this integration process is one of the tasks of Robert Gibson, senior consultant for training and projects at the Siemens headquarters in Munich, Germany. tcworld spoke to him about the challenge of integrating new corporate and national cultures.
Can you give us an example for the successful integration of cultures following a merger or acquisition that you have been involved in?
It is actually quite hard to define what successful integration is because it is debatable when the integration process is over. I think that we have sometimes over-optimistic ideas of how quickly the workforce can be integrated into the new company.
I’ve got one example of what I think is a success story, judging by the business success. This was a takeover of a small company from abroad with a few hundred employees by Siemens, with 400.000 employees. The original concern was that it would be difficult to integrate such a small company with highly qualified staff into a big company with a very complex organization. In addition, this was in an area of business with a lot of competition for qualified staff and the people in the company had other job ...
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