McKinsey & Co. analyzed more than one hundred M & A large-sized globally produced during the nineties, obtaining conclusions represent a harsh reality: a five years of these procurement processes, 60% had not yet produced returns above the cost of capital to finance the purchase. The main causes were found, inter alia, problems of cultural integration, overestimation of synergies and projections overly optimistic. Likewise, another of the “Big Five” consulting, Accenture, in its study “Integration Strategy Board Coporate Performance Survey 2006, ranked cultural integration as the most influential factor in a successful integration, with 32% of the total, followed by a clear organizational structure with 31%. Another study, entitled “M & A after Borders: Opportunities and Risks” held in March 2008 by Marsh, Mercer and Kroll and Economist Intelligence Unit, 50% attributed to cultural differences in the organization when carrying out a takeover or merger.
The cultural barrier strong influence on the work of people and hence the productivity and financial performance. For these reasons, should be considered a cultural project of integration, when international mergers and acquisitions in question. Time must be provided for construction of a vision of how the company wants to be seen in the market, or his trademark style in how to conduct internal and external activities, skills and people skills required to bring these concepts future, the kinds of support systems and technologies, structures and values..