“Can the New CEO End a Culture Clash After a Merger?”
In a bylined article in the September 10 edition of the Financial Times, Booz & Company Partner Richard Rawlinson (Europe) argued that the key for a new CEO following a merger is to draw on the best of the past organizations, while showing a more attractive way forward. “A new CEO can do that, but still must find allies in the old factions,” Rawlinson wrote. “Together, they must personally demonstrate new ways of behaving, and it is better to be explicit than subtle about what these are. Inevitably, some executives will go: more often than not, cultural changes imply people change.”