So you think business culture doesn’t matter. Perhaps you think it’s a passing fad, big in the 1980s and starting to show its trendy head again—and this too shall pass. Or maybe you are one of those who actually think culture matters, but you figure you’ll focus on it when “things slow down around here.” Well, business culture does matter, and as an assistant HR professional you really can’t afford to wait to deal with it. You must make a compelling case for top executives to take notice and focus on the true cost of having an operational culture that leaves people feeling dispirited, disenfranchised, and demotivated. It might be the most important thing you can do to support sustainable bottom-line results.

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We are in the midst of the largest boom in merger activity in corporate history, and there is every indication that it’s only getting started. Each year sees new records set both in terms of the numbers of companies merging and the dollar values involved. Unrelenting pressures from technology, demographics, competition and an increasingly boundary-less marketplace are making it impossible for executives in any industry to ignore the push for growth through consolidation.

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