My company’s name is X-Money. X-Money is a local mobile money service organization that focuses on three aspects of mobile-based money transaction: money transfer, financing, and microfinance. The organization was launched in 2002 with a mission to offer a leading money transfer platform. Being a local mobile based money transfer, X-Money does not have investments outside the home country.
The merge company’s name is W-Transfer. W-transfer is a global leader in all forms of payments and employs technology. The company’s mission is to employ technology in all forms of payments in a bid to offer payment solutions to merchants all over the world. Through the W-Transfer’s payment platforms, merchants are able to accept different forms of payments from different channels all over the world.
Steps To Unify Company Culture
Step I: Open Lines of Communication
For X-Money and W-Transfer to realize successful merger, they need to have a unified culture. Such culture would ensure that the companies are effective communicators both to each other and to the customers. Effective communication will inculcate a culture where the workers’ opinions are valued as well as recognize individual accomplishments (Markowitz, 2016). The fact that X-Money, a local company has entered into a merger with W-Transfer, a global organization, the new organization would open-up an internal online communication platform such as blog to enable the organization reach its customers and drive the company’s site traffic.
Step II: Initiate a Newsletter or Intranet
The new organization would promote its internal communication by embracing a newsletter or daily e-mail. Through the Newsletter, the merged organization would inform the employees about the issues taking place in the organization, its values, and accomplishments as well as provide an avenue through which the organization can get information about the employees’ perception about the organization (Markowitz, 2016).
Step III: Initiate Online Collaboration
The use of online collaboration through tools such as Facebook and Yammer would allow co-workers all over the world to connect with one another just like friends and family connect with one another through Facebook. Markowitz (2016) asserts that a tool like Yammer and Facebook would allow co-workers to post pictures, send messages, and chat with one another thus enhancing personal interaction and unified vision among employees.
Step: IV: Initiate Standardized Set of Policies
Building a standardized set of policies within the merged organization would prevent a mentally of “Us Versus Them” (Markowitz, 2016). For example, the organization would adopt a liberal policy on issues regarding vacation days to all its workers and/or offices based in different locations in order to avoid negative feelings and international resentment.
Step V: Build a Unified Culture into the Office
Since the X-Money local and W-Transfer have entered into a merger, the new organization would be a global company with multiple offices in different location in other parts of the world. As such, it is probable that employees might become jealous if they get to learn that their co-workers in different location are privileged with certain amenities (Laplante, 2016). According to Markowitz (2016), building a unified culture in the office will ensure that the workers are rallied towards a common goal and vision despite the challenges that might arise as a result of multiple locations.
Step VI: Embrace Selective Hiring
The new workers should be hired selectively (Laplante, 2016). The essence of selective hiring is to ensure that the new workers can fit into the new culture created by the merger.
Step VII: Promote Socialization
The new employees would need to be indoctrinated through socialization for them to fit into the new corporate culture. Indoctrination at the management level would involve offering bonuses, training, and retreats to the workers (Laplante, 2016).
Step VIII: Give Room to Alienation
Alienation is a situation where workers who do not fit into the new organization would be forced to leave at their own volition (Laplante, 2016). In cases where an employee does not fit in the merged organization’s culture, the organization would opt to either ignore the employee or assign him/her unpleasant responsibilities in order to create room for the employee to quit.