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Acquiring another company is an exciting moment for a growing company. But blending two different work cultures is no easy task, and business leaders don’t always think about the nuances of this process when moving forward with a merger or acquisition.
When Palisis acquired TourCMS in 2015, the integration brought together two distinct ways of working, requiring a thoughtful approach to merging teams. It was a learning experience for everyone involved.
Palisis initially had a strong in-office culture, while TourCMS was fully remote. Rather than forcing one culture onto the other, leadership focused on learning from both ways of working and finding the best balance. The goal was to respect what made both companies successful and allow them to evolve into something stronger together.
Start by understanding the differences
One of the key challenges when merging company cultures is recognising the underlying differences in communication, work styles, and leadership expectations.
A study by McKinsey found that 95% of executives describe cultural fit as critical to the success of a merger, yet only 25% say they devote enough time to addressing it.
Going into our acquisition, we knew that a thoughtful approach to that cultural adjustment was going to pay off.
Marc Wieland, our CEO, explains, “A successful culture integration doesn’t come from standardising everything overnight. It’s about providing trust and space for teams to adjust organically while maintaining a shared mission and vision.”
Build trust through communication
Communication is everything, especially in the sensitive early days of a merger. Comms in this process are unique because you’re communicating internally and between two teams at the same time. Your existing team and the one you’re bringing on board will both have questions about the transition, and they may vary in their openness and transparency, given that the new people don’t know you yet.
Openness and transparency are vital. Set clear expectations and communication channels.
Effective communication was at the heart of the Palisis and TourCMS integration. At Palisis, leadership ensured that all employees felt heard and involved in shaping the new, unified culture.
“We were very intentional about setting expectations and reinforcing transparency in decision-making,” says Wieland. “By fostering open dialogue, we created an environment where employees felt empowered and connected to the company’s vision.”
The role of leadership in cultural integration
Leadership plays a crucial role in guiding teams through cultural change. According to PwC, 65% of executives say that differences in organisational culture present the biggest challenge in post-merger integration. At Palisis, the leadership team took a hands-on approach, ensuring that employees from both organisations felt valued and supported.
“We didn’t want to lose what made either company great,” Wieland adds. “Instead, we took the best elements from both cultures and built something that made sense for our future growth.”
The hybrid work model: A practical outcome
The most significant outcome of the merger was the adoption of a hybrid work model, allowing employees to work both remotely and in-office. This flexible approach improved collaboration and employee satisfaction, reinforcing the idea that culture should adapt to business needs rather than be imposed rigidly.
“A strong company culture isn’t about where you work, but how you work together,” says Wieland. “By focusing on shared values and outcomes, we created a culture that supports both flexibility and accountability.”
Lessons learned & key takeaways
For companies going through a similar transition, Palisis’ experience offers key takeaways:
- Prioritise cultural alignment early – The sooner leadership addresses cultural differences, the smoother the transition.
- Communicate openly and frequently – Employees need clarity and transparency to feel secure in times of change.
- Empower employees to contribute – Culture is shaped by people, not policies. Involve teams in decision-making.
- Be adaptable – No two companies are the same, so cultural integration should be an evolving process, not a fixed plan.
Merging company cultures is a complex but rewarding challenge. By approaching integration with trust, communication, and flexibility, companies can turn potential cultural clashes into opportunities for growth. As Palisis’ journey has shown, the key is not to impose culture but to build it collaboratively.
“Culture is a living thing—it grows with the people who shape it,” Wieland concludes. “The real success of a merger isn’t just in financial results, but in creating a workplace where everyone thrives.”
Why diversity matters in travel tech (And how to attract diverse talent)
Diversity in hiring isn’t just a checkbox—it’s a competitive advantage. Travel is one of the most multicultural industries in the world, and a diverse team better reflects the operators and customers it serves.
In the early days, Palisis had a very homogenous, male-heavy team, which was not intentional but rather a result of familiar networks. As the company grew, it became clear that different viewpoints and backgrounds lead to better ideas and more effective problem-solving. Diversity brings fresh perspectives, fosters innovation, and ultimately strengthens a company’s ability to serve its market.
A key approach to fostering diversity is ensuring that job postings and hiring processes are inclusive. This doesn’t mean hiring based on quotas but rather creating an environment where diverse candidates feel encouraged to apply. Inclusive language in job descriptions, accessible hybrid work models, and expanding recruitment channels all play a role in attracting a wider pool of talent.
The biggest mistake companies make is assuming diversity will happen naturally. It requires a proactive approach—broadening hiring networks, ensuring an inclusive workplace culture, and valuing retention as much as recruitment. A diverse team isn’t just about meeting a metric; it’s about building a stronger, more resilient organisation that reflects the industry it serves.