In any merger, each partner brings its own history, culture, and approach to getting work done. And in healthcare, the local environment plays a critical role in shaping success, even as organizations merge to increase market share and to strengthen population health-based models. Cultural gaps between partners can derail success. On the other hand,
if done right, the work of creating cultural alignment can be the source of powerful innovation in a merger.

So, what does it mean to create value from understanding culture in these mergers and acquisitions?

CFAR recently helped two healthcare systems poised to merge assess their cultural fit. Together, they aspired to develop a leading-edge model of value-based care to serve populations as both a payor and a provider of care. And yet, their cultures differed in significant ways.