Case: Aligning assumptions in a cross-cultural acquisition

Context: A large Asian conglomerate acquired a small European scientific consulting firm known for its brilliant, creative team and strong market position.

Challenge: The new Asian manager needed to effectively lead in a different cultural environment, while the acquired European team had to adapt to the new and larger organisation’s ways of working.

Approach: We assessed the entire team, including key leaders from both the acquiring and acquired companies, as well as the HRBP responsible for acquisitions. We recommended a reporting structure and transition plan designed to retain talent, build trust, and create cohesion.

Insights: The main challenge wasn’t personality differences but deeper cultural assumptions that could lead to misunderstandings. By openly discussing these cultural dynamics and identifying the skills needed for cross-cultural collaboration, we helped both teams find a balanced organizational model. This approach maintained operational freedom while ensuring enough governance to retain the team’s unique strengths and competitive edge.