Getting a contract signed is not the end of the deal. It’s the beginning.

Case in point: when my Georgia-based client acquired a smaller consulting firm based in Vermont, his goal was to merge it with his own existing firm, and thereby expand market share.

While the usual teething problems cropped up (such as systems integration), the real challenge was harmonizing different workplace cultures. There were huge disconnects about values, work ethics and communication styles.

Having been part of several acquisitions in large corporations, I’ve learned a crucial lesson: ignoring cultural differences from the get-go leads to unhappy employees and reduced productivity.

It’s not just HR’s responsibility – it’s a top-down commitment.

True success of a business deal is not just about the financials, but about people and cultures. It’s about bridging worlds, not just making deals.