Tech M&A: Building One Culture Across 10,000+ Employees
Learn how RWS enabled cultural integration after a major acquisition, strengthening engagement, alignment and cross‑team collaboration at scale.
Challenges
Following a multi-billion-dollar acquisition in the enterprise software sector, two organizations with distinct cultures were expected to operate as one.
More than 10,000 employees faced uncertainty around the new company’s vision, values, and ways of working. Morale dipped, collaboration slowed, and leadership recognized that cultural misalignment could jeopardize the strategic goals of the merger.
Solution
RWS designed a bespoke learning experience focused on brand and cultural integration.
The project began with a needs analysis and employee interviews across both legacy organizations.
Based on these insights, we created interactive eLearning modules on the new brand identity and values, complemented by facilitated virtual workshops encouraging dialogue and shared understanding.
Results
The program helped establish a shared cultural foundation across the merged organization.
Employees gained clarity on the new brand, values, and expectations while engaging in meaningful conversations about collaboration.
The company reported stronger cross-team engagement and improved employee sentiment, supporting a smoother integration during a critical phase of post-merger transformation.