We use words like “partnership” and “integrated” when we talk about client and supplier relationships. There is a dark side to this kind of language, however.  Seventy-five per cent of mergers and acquisitions fail or result in reduced profits, high turnover, and low performance for one if not all parties.  The primary cause is culture conflict, one that can be mitigated by bringing your shadow culture into the light.

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I hear people referring to the culture of a place as being “good” or “bad”, managers and consultants speak of changing culture, and employees speak of being part of culture.  What is this culture they all refer to? My studies introduced me to Edgar Schein’s answer, and confirm that the task of getting culture “right” is a tough target to hit.

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