FAQs

Due diligence is the careful examination conducted before or during a transaction. Culture Due Diligence (CDD) applies this principle to corporate culture: We make patterns, tensions, and compatibility visible – as a strategic overview that meaningfully complements financial and commercial data and makes decisions sustainable.

In short: A concise, decision-oriented external assessment of the target's cultural fit – created outside-in, meaning without internal access to the target (no employee surveys, no internal workshops on the sales side). The goal: to identify early and confidentially where the fit is working – and where it might fail.

A) Cultural Screening (Outside-In) – “Understanding Beyond Numbers”

A brief overview of the target company's culture: cultural descriptions, visible patterns, and potential areas of tension. This is based on publicly and semi-public artifacts and permissible brief conversations in small groups. The goal is to identify early on where the culture is working well – and where it is challenging or even potentially clashing with the culture of the acquiring company.

B) Decision Memo – “Increasing decision maturity”

• Culture thesis (1 sentence): Core of fit/tension.
• 3–5 red/yellow flags synergies/tipping points – each with impact indication.
• Deal implications: initial tendencies regarding integration logic and feedback on / sequences.
• Top decisions: clearly prioritized, including "if-then" options.

For us, Outside-In means: sources are public/semi-public artifacts, buyer perspective, existing due diligence documents, selected small-group conversations (where permitted), visible cultural signals (e.g., leadership/communication logic).

Access & Framework: NDA with buyer side; we work quietly, impartially, discreetly.

Limitations: none, no legal/financial/commercial checks, no internal staff formats on the seller's side

In short: A thorough picture of the cultural starting point and resulting integration competence after the signing – created inside-out with access to people and materials of the acquired company.

A) Cultural Assessment (Inside-Out) – “Meaningfully bringing them together”

A concise overview: A substantial description of the cultural factors that are important for integration in general and PMI in particular. Recurring patterns, strengths/tensions, risks/synergies, and effects on leadership, collaboration, and customers. Based on internal artifacts/data, confidential conversations with key roles, observation/shadowing (where appropriate), and existing PMI information.

B) Outcome artifacts – “Decidable and connectable”

• Assessment = Strategic Situation Analysis: Core Patterns, Strengths/Threats, Tipping Points.
• Navigation Map (1 page): Priorities & Sequence, Decision Gates, Roles/Communication Line, Do's/Don'ts.
• PMI Requirements Specification (compact): Guidelines for the planned PMI, regarding sequences, communication style and content, selection and preparation of leaders, etc.

For us, Inside-Out means: Sources include internal documents/artifacts, selected interviews/dialogue sessions, shadowing (where appropriate), and existing PMI data.

Access & Framework: NDA; impartial, discreet; close collaboration with decision-makers, interviews after communication by the client.

Limitations: no implementation responsibility (lies with your teams).

CDD advises on course and priorities (diagnostics, guidelines, decision readiness) and creates clarity for decision-makers and managers, strengthening their decision-making readiness. Implementation lies with your responsible parties or external professionals. CDD does not replace legal/financial/commercial due diligence – it complements it with a cultural perspective.

We work in a small group, bound by NDAs, impartially and respectfully towards both institutions. Interviews are conducted according to clear rules; sources are protected; findings are reported in a condensed/anonymized form.

A fast early warning/feedback system for your PMI planning with concise, intelligent indicators and a clear timeline. The goal: to identify early on where things are going well – and where adjustments are needed.

No, we don't choose the mode. We examine the cultural fit with the planned integration logic, highlight contradictions, risks, and areas for improvement, and provide guidance on what to consider during implementation. The decision and design are yours; further analysis takes place in the post-signing assessment.

In some places, we use the generic masculine form (e.g., "decision-maker") to maintain readability and conciseness. Where stylistically appropriate, we use gender-neutral alternatives (e.g., "leadership," "top management," "people in positions of responsibility"). Quotations remain in their original form. For job postings and recruiting texts, we consistently use inclusive terms (m/f/d) and gender-neutral roles.