A merger is about more than integrating processes

When two organisations come together, much of the attention naturally focuses on integrating structures, systems and processes.
And that makes sense.

But there is something much harder to integrate.
Ways of working.
Expectations.
Relationships.
Conversations.

In short, culture.

Because when two organisations merge, different ways of collaborating, making decisions and understanding work also come together.

And those differences remain long after the new organisational chart has been defined.

After years of supporting organisations through change, we've learned that a shared culture doesn't emerge on its own.

It requires conversation.
Participation.
And spaces where people can build something together.

Culture isn't about defining a set of values.

It's about turning those values into behaviours and ways of working that become part of everyday life.
This is exactly the challenge that led us to start working with CNTA.

Following its merger with FUDin, the organisation knew that integrating structures and processes would not be enough.

It also needed to build a shared culture that would bring consistency and coherence to the new organisation.

👉 You can read the full case study here.

And if you'd rather hear the story first-hand, you can also watch the conversation between Maialen and Marta Gil, People & Talent Director at CNTA, where they reflect on the process and the key lessons learned.

👉 Watch the interview in Spanish.

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This reflection connects with one of the ideas included in our document:
"18 things we've seen happen again and again."

📥 You can download it here.