When a petrochemical giant recently acquired an energy upstart, there were several integration challenges. One of them arose in their disparate talent management practices. The latter encouraged independent thinking to spawn creativity, while the former focuses on processes to ensure uniformity in practices. The acquired company slowly started losing its identity, but alongside also its unique productivity, which made it an attractive proposition in the first place. The acquirer thus now faced a critical juncture in evaluating its corporate culture. The realization dawned that for different levels of success, a different set of practices would be desirable. Neither does copying culture works. So, Google’s famous work culture may not be replicable elsewhere. One has to find one’s own cultural strengths. An inventory must be made of one’s business culture.


Uploaded Date:15 May 2019

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