We support organizations going through a merger, an acquisition, an expansion or an organizational transformation. Our goal is an effective cultural integration: bringing teams together, aligning ways of working and reducing the human risks of change. We work with companies in Colombia and Latin America so that the complexity of integrating becomes an advantage, not a loss of productivity.
We identify cultural differences and points of resistance before they turn into resignations. This protects key talent and keeps operations running through the transition.
We recognize the best of each organization and build a shared culture that supports the new business goals, without imposing one side's way of working.
We make communication and decision-making easier between teams from different backgrounds. When everyone understands how and who decides, operations consolidate faster.
We prepare your leaders to hold uncertainty, communicate clearly and manage diverse teams with confidence, sensitivity and a focus on results.
Cultural problems usually surface when there is already pressure to deliver results. The best way to avoid them is to prevent them with strategy. These are some of the most common findings in organizations that integrate, expand or merge without expert human talent support.
The deal does not reach its expected value because cultures were not integrated, key leaders leave and teams keep working like two separate companies.
The culture and know-how that made the company successful fail to adapt or replicate in new markets across Colombia and Latin America.
Misunderstandings, poor communication and weak collaboration between teams in different cities, countries or organizational cultures.
Morale drops and work slows down because people do not understand their new role or the future of the structure. We restore clarity, routines and focus.
Each process is designed around the type of deal, the size of the teams and the moment you call us. These are the components we combine most often.
We map how each organization works, decides and communicates. We show where the cultures are alike, where they clash and which human risks to address first.
We turn the assessment into a roadmap with priorities, owners, milestones and working agreements between teams.
We design messages, channels and conversations for each audience: leadership, managers, teams and people in critical roles. No one should learn something important through rumors.
Working sessions and mentoring with the leaders who carry the transition, so they align messages, make decisions and handle difficult conversations.
Facilitated sessions where teams agree on how they will work together: roles, routines, decision-making and how to handle disagreements.
We measure how people feel and how the integration is progressing, and adjust the plan based on what we find.
Culture is not integrated on the day the agreement is signed. That is why we support the whole process, from the early assessment to the consolidation of the new way of working.
With the information available, we assess cultural differences and the human risks that could affect the value of the deal. Culture enters the conversation from the start.
With your leadership team we define what stays, what is combined and what changes. We clarify roles, structure and ground rules for the first days of the new organization.
We support leaders in communicating the change and in their conversations with teams. We deal early with pockets of resistance and any conflicts that arise.
We facilitate spaces where people from both organizations get to know each other, agree on how to work together and build a shared identity.
We measure workplace climate and adoption of the change, review with leadership what works and what does not, and leave tools so the organization can continue on its own.
44%
of nearly 1,100 M&A leaders cited lack of cultural fit and friction between the companies as top reasons integrations fail.
It is the support that helps integrate the cultures of the companies involved: how they decide, communicate and work. It aims to align people with the new organization without losing productivity or key talent.
Ideally before the deal closes, while human risks can still be anticipated. We can also join during or after the integration if conflicts, turnover or a drop in productivity have already appeared.
A common cause is lack of cultural fit and friction between the companies. In a 2023 McKinsey survey of nearly 1,100 M&A leaders, 44% named those reasons among the top ones.
We also support expansion into new cities or countries across Colombia and Latin America, and distributed teams with people from different cultures. The approach is the same: understand the differences and agree on how to work together.
A climate survey measures how people feel in an organization. A cultural assessment compares how two or more organizations work, to anticipate clashes and design the integration. We often use both.
A central one. People look to their managers to know what the change will look like. That is why we prepare leaders to communicate clearly, listen and make decisions consistent with the culture being built.
With indicators such as workplace climate, collaboration between teams, loyalty of key talent and adoption of the new ways of working. We agree with your leadership which ones to track from the start.
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You will hear fromCatalina MontealegreCEO of Huvantia
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