Business dynamics around the world and within the business environment have necessitated merging and acquisition deals and of recent, a lot of these have taken place in quick secessions. Businesses that have emerged from such deals have had to deal with a number of accrued problems. Cultural clashes which account for more than 50% merger failures feature prominently among them. Well articulated merger deals that would have otherwise guaranteed success have been known to fail due to poorly integrated cultures of merging companies. The onus is on leaders and managers to create a performance oriented culture in the aftermath of a merger by adopting strategies that effectively manage cultural di
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