Culture Integration
Align. Empower. Achieve More.
Organizations expect growth from their mergers and acquisitions, but often experience value erosion over long durations after closing because they only focus on technology integration. The culture, people, and process elements are overlooked and increase friction, disengagement, and inefficiency. Challenges experienced may include:
- Differing compensation incentives that drive divergent behavior impacting financial metrics and employee retention
- Misaligned job classifications that result in hiring and performance evaluation confusion
- Varying delivery models creates internal friction points between teams that present to the end-customer as disparate companies and experiences
- Isolation of teams leading to distrust and redundant or competing work
Achieving the Right Outcome
- Pilot & Rutter delivers the guidance and execution leadership required to drive alignment of divisions and teams, by focusing on people, process, and technology, in that order.
- With our business culture integration framework, we help you identify the desired human-centric behaviors and outcomes you need to win in your business, then work backwards to define the organizational changes to enable your people to navigate there successfully.
- Our successful approach is grounded in measurable KPIs to give you the validation and confidence the right path is followed and your organization operates as one aligned, resilient, and high-performing enterprise.
Client Success
Organization: Business IT solutions and services company
CHALLENGE: After acquiring a large services firm with overlapping offerings, the company saw limited collaboration between legacy teams. Cross-team efforts led to delayed milestones, reduced profitability, and customer dissatisfaction.
SOLUTION: We traced the root issue to misaligned engagement models and incentives—one organization focused on T&M (utilization-based bonuses), the other on fixed-fee (profit-based bonuses). These conflicting incentives undermined joint delivery. We aligned on a preferred engagement model, redesigned the bonus structure to support desired delivery behaviors, and extended changes to sales and presales to ensure pipeline fit.
RESULT: The executive-led rollout of new compensation plans, aligned with the business strategy, improved cross-team collaboration and reduced customer satisfaction issues stemming from delivery misalignment.
Delivery Model
Engagement Overview
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