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Opinion Editorials

Defining work culture when two different cultures are forced to merge

(EDITORIAL) Mergers and acquisitions bring a myriad of challenges on their own, but the biggest challenge typically comes when two different work cultures are required to become one.

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Mergers, Acquisitions, and Culture

There are a LOT of articles that point to culture as the reason that so many mergers and acquisitions fail. This (as you might have guessed) makes sense to me, but I do ask myself—if we know this, then why isn’t it getting better? There are articles from 10 years ago that point to this, as well as articles from last year. What are we missing?

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The short answer: we don’t really know what culture is.

Not culture according to Mirriam-Webster

And I don’t mean that in a “culture is hard to define” kind of way. I think culture is fairly easy to define, actually. Yes, it’s complex and can be hard to change because it has a lot of moving parts, but it’s not like we don’t know what it is (it’s the words, actions, thoughts, and “stuff” that clarify and reinforce what is truly valued inside an organization).

But the mergers and acquisitions that don’t produce as much value as everyone thought they would aren’t failing because they can’t define culture. They are failing because they players don’t understand the true cultures of the two companies in the first place.

For example, this Forbes article talks about the recent Verizon acquisition of AOL, and warns, Verizon is all about engineering while AOL is “more creative, more salesy.” No way those two can come together well without some intensive therapy.

No.

Sorry, I do know where that statement is coming from, but it is too high-level to be useful. If AOL were equally an engineering culture would you be less worried about the success of the merger? I wouldn’t. I was talking last week to someone who does a lot of mergers, and she said that frequently the apparent cultural alignment of the companies in question is sold (on the front end) as a good reason for the merger, yet lo and behold, when the deal gets done, cultural roadblocks suck out a lot of the value.

Culture is more subtle than “engineering” or “creative.”

Yes, you can skew in one of those directions, but if that’s all you’re going to measure going into this, you’ll fail. One of our clients engaged us to run our Workplace Genome assessment on their company, in part because they had recently acquired another smaller company in a different location, and they wanted to see if the two cultures were integrating well.

Of all the questions we asked around the 8 culture markers we measure (agility, innovation, collaboration, transparency, growth, inclusion etc.), the HQ and the new location varied only by 8%. But we dug a little deeper, and uncovered some more interesting stuff.

It turns out the most stark differences in terms of how the two groups were experiencing the culture were around transparency and growth (as in personal/professional growth and development). And we gave them some deeper cuts of the data that pulled out even more nuanced distinctions. Armed with that richer data, the internal culture team that we helped create was then able to make concrete internal changes that helped to integrate these two cultures more effectively.

We don’t need high-level assessments of cultural fit. We need data that generates actionable insights.

We need real people inside both organizations making real changes to the way they do things in order to capture the value of the merger.Click To Tweet

Stop trying to do this work with just a small part of the information you need. Roll up your sleeves and do the work. Your employees (and your shareholders) will thank you.

#MergeCulture

Maddie Grant is author of Humanize and When Millennials Take Over, and is Founding Partner at WorkXO, a culture startup that helps forward thinking leaders in growth oriented organizations activate their workplace culture to attract the right talent, increase engagement, and unleash human potential through the Workplace Genome™ Project.

Opinion Editorials

DNA ancestry tests are cool, but are they worth giving up your rights?

(EDITORIAL) DNA tests are all the rage currently but are they worth potentially having your genetic makeup sold and distributed?

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By now you’ve heard – the Golden State Killer’s 40+ year reign of terror is potentially over as the FBI agents used an ancestry website DNA sample to arrest their suspect, James DeAngelo, Jr.

Over the last few years, DNA testing has gone mainstream for novelty reasons. Companies like Ancestry.com and 23andMe have offered easy access to the insights of your genetics, including potential health risks and family heritage, and even reconnect family members, through simple genetic tests.

However, as a famously ageless actor once suggested in a dinosaur movie, don’t focus too much on if you can do this, without asking if you should do this.

When you look closely, you can find several reasons to wonder if sending your DNA to these companies is a wise choice.

These reasons mostly come down to privacy protection, and while most companies do have privacy policies in place, you will find some surprising loopholes in the fine print. For one, most of the big players don’t give you the option to not have your data sold.

These companies, like 23andMe and Ancestry.com, can always sell your data so long as your data is “anonymized,” thanks to the HIPAA Act of 1996. Anonymization involves separating key identifying features about a person from their medical or biological data.

These companies know that loophole well; Ancestry.com, for example, won’t even give customers an opt-out of having their DNA data sold.

Aside from how disconcerting it is that these companies will exploit this loophole for their gain at your expense, it’s also worth noting that standards for anonymizing data don’t work all that well.

In one incident, reportedly, “one MIT scientists was able to ID the people behind five supposedly anonymous genetic samples randomly selected from a public research database. It took him less than a day.”

There’s also the issue of the places where that data goes when it goes out. That report the MIT story comes from noted that 23andMe has sold data to at least 14 outside pharmaceutical firms.

Additionally, Ancestry.com has a formal data-sharing agreement with a biotech firm. That’s not good for you as the consumer, because you may not know how that firm will handle the data.

Some companies give data away to the public databases for free, but as we saw from the earlier example, those can be easy targets if you wanted to reverse engineer the data back to the person.

It would appear the only safe course of action is to have this data destroyed once your results are in. However, according to US federal regulation for laboratory compliance stipulates that US labs hold raw information for a minimum of 10 years before destruction.

Now, consider all that privacy concern in the context of what happens when your DNA data is compromised. For one, this kind of privacy breach is irreversible.

It’s not as simple as resetting all your passwords or freezing your credit.

If hackers don’t get it, the government certainly can; there’s even an instance of authorities successfully obtaining a warrant for DNA evidence from Ancestry.com in a murder trial.

Even if you’re not the criminal type who would worry about such a thing, the precedent is concerning.

Finally, if these companies are already selling data to entities in the biomedical field, how long until medical and life insurance providers get their hands on it?

I’ll be the first to admit that the slippery slope fallacy is strong here, but there are a few troubling patterns of behavior and incorrect assumptions already in play regarding the handling of your DNA evidence.

The best course of action is to take extra precaution.

Read the fine print carefully, especially what’s in between the lines. As less scrupulous companies look to cash in on the trend, be aware of entities who skimp on privacy details; DNA Explained chronicles a lot of questionable experiences with other testing companies.

Above all, really think about what you’re comfortable with before you send in those cheek swabs or tubes of spit. While the commercials make this look fun, it is a serious choice and should be treated like one.

This story was first published, October 2017.

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Opinion Editorials

Do women that downplay their gender get ahead faster?

(OPINION) A new study about gender in the workplace is being perceived differently than we are viewing it – let’s discuss.

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The Harvard Business Review reports that women benefit professionally when they downplay their gender, as opposed to trying to focus on their “differences” as professional strength.

The article includes a lot of interesting concepts underneath its click-bait-y title. According to the study by Professors Ashley Martin and Katherine Phillips, women felt increasingly confident when they pivoted from focusing on highlighting potential differences in their perceived abilities based on their gender and instead gave their attention to cultivating qualities that are traditionally coded as male*.

Does this really mean that women need to “downplay” their gender? Does it really mean women who attempt this get ahead in this world faster?

I don’t think so.

The article seems to imply that “celebrating diversity” in workers is akin to giving femme-identified employees a hot pink briefcase – it actually calls attention to stereotyped behaviors. I would argue that this is not the case (and, for the record, rock a hot pink briefcase if you want to, that sounds pretty badass).

I believe that we should instead highlight the fact that this study shows the benefits that come when everyone expands preconceived notions of gender.

Dr. Martin and her interviewer touch on this when they discuss the difference between gender “awareness” and “blindness.” As Dr. Martin explains, “Gender blindness doesn’t mean that women should act more like men; it diminishes the idea that certain qualities are associated with men and women.”

It is the paradox of studies like this one that, in order to interrogate how noxious gendered beliefs are, researchers must create categories to place otherwise gender-neutral qualities and actions in, thus emphasizing the sort of stereotypes being investigated. Regardless, there is a silver lining here as said by Dr. Martin herself:

“[People] are not naturally better suited to different roles, and [people] aren’t better or worse at certain things.”

Regardless of a worker’s gender identity, they are capable of excelling at whatever their skills and talent help them to.

*Though the HBR article and study perpetuate a binary gender structure, for the purposes of our discussion in this article, I expand its “diversity” to include femme-identified individuals, nonbinary and trans workers, and anybody else that does not benefit from traditional notions of power that place cisgendered men at the top of the social totem pole.

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Opinion Editorials

Dispelling the myth that women don’t get raises because they don’t ask

(EDITORIAL) It has been accepted as fact that women don’t get raises because they don’t ask as often as men, but new studies indicate that’s not true at all.

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Many of the seemingly universal “truths” of business often come down to assumptions made about workers based on their gender.

Among the most oft-repeated of these “truths” is that women and other femme-identifying people are bad at self-advocating, particularly in matters involving compensation.

These include: Women don’t negotiate their salaries. Women don’t get promotions or leadership positions because they don’t “lean in.” Women don’t ask for raises.

This last truth is finally being discussed as the myth it is.

Over at The Cut, Otegha Uwagba discusses her own experience successfully and not-so-successfully negotiating a raise, but more interestingly how increasingly research has shown that there is no “gap” in between the genders when it comes to asking. Rather, the disparity really arises when it comes to which ask is heard.

As Uwagba explains, “While men and women ask for pay raises at broadly similar rates, women are more likely to be refused or suffer blowback for daring to broach the topic.”

This blowback comes from the inability of some people in leadership positions to think critically about the ways in which business still actively dismisses women’s leadership qualities while simultaneously praising less-competent men who demonstrate these very characteristics.

The HBR article acts as good reminder that the cumulative effect of all of these misguided “facts” about women and business often perpetuate the toxic culture that creates and circulates them.

The implication of all of these myths creates a sense that women are the ones responsible for the unequal treatment they often receive. When the message that women receive is that the reason they don’t get a raise is that they didn’t ask—even when they DO—that tells them that their lived experience isn’t as valid as the pervasive “truth.”

This is, simply put, gaslighting.

Even more, telling women that women face challenges because they didn’t do something or know something, rather than the addressing the very real fact that professional women face sexism at almost every step of their career does not help them.

It only helps those already in positions of power blame women for their own archaic beliefs and actions.

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