Title: From uncertainty to stability: a case of cultural integration of two organisations

Authors: Elham Malik; Siddhartha Dubey; Anjali Agarwal

Addresses: School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai, Maharashtra, India ' Kognitivus Consulting, Maharashtra, 411014, India ' Kognitivus Consulting, Maharashtra, 411014, India

Abstract: Cultural integration is essential and challenging during mergers and acquisitions in an uncertain global business environment. Kognitivus, an Indian management consultancy, presents its integration strategies in this study. The primary difficulty was transferring a team from Organisation 1 CMMI level 5 to Organisation 2 CMMI level 2. Kognitivus had a three-level model, which included stability, uniformity, and sustainability. The stability phase solved immediate problems, resulting in a smooth induction during the COVID-19 outbreak. The uniformity phase resulted in the harmonisation of practices and organisational cultures, creating new roles and performance systems. The sustainability phase prioritised long-term success focusing on performance management digitisation and enhancing HR policies. A strong HR plan, effective communication, and adaptable leadership were necessary for cultural integration. Integration resulted in increased productivity and decreased attrition. Strategic planning, adaptability, and understanding of human dynamics are critical to successful and sustainable integration in the global business environment.

Keywords: cultural integration; capability maturity model integration; CMMI; Kognitivus; mergers and acquisitions; M&A; stability; uniformity; sustainability.

DOI: 10.1504/IJBCG.2024.144373

International Journal of Business Competition and Growth, 2024 Vol.9 No.3/4, pp.263 - 300

Received: 13 Mar 2024
Accepted: 17 Jul 2024
Published online: 10 Feb 2025 *

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