At Culturelytics, our purpose is to help leaders build strong and effective corporate governance frameworks on organisational culture. In sharing our approach to culture & change and what we have learned in our journey, we hope to inspire our people, clients and community to join us in harnessing the power of collective thinking and introduce new age culture practices powered by AI.
Culturelytics founder, Yeshasvini Ramaswamy, inducted as Fellow of the Institute of Directors
Yeshasvini Ramaswamy featured along other high profile thought-leaders from all over the globe at International Leadership Week, where she spoke about the critical role of culture in ensuring successful outcomes for mergers and acquisitions.
Smita Tharoor, our co-founder featured at TedX Gateway, Webinar series , The world has changed. She spoke about the concept of unconscious bias and how it can influence vital decisions in your lives and organisations?
Our research reports that we have jointly undertaken with leading industry stalwarts
Cutting through Crisis: COVID-19 HR practices in India
Joint study by Culturelytics & KPMG India
Impact of Culture on M&A
Joint study byCulturelytics & Venture Intelligence
Global Covid-19 Culture Assessment
by Barrett Values Centre
Data lake Industry Research
Leaders typically measure and manage outputs and outcomes. But beneath the surface of these measures lie people’s beliefs and behaviors – the components of culture – that make the real difference between success and failure.
It is culture that determines how an organisation will function. No matter how many financial exercises you engage in, during an M&A ultimately if the people are not aligned the new combined entity will not be able to function smoothly.
Chairman, Manipal Global Education
A leading philanthropist and a partner in multiple venture capital firms and PE firms. He has leading experience in the space of strategic acquisitions and startups
The right organizational culture and team morale are essential for any company's success. Quite often, and especially in merger situations, these softer issues are overlooked, leading to failed outcomes.
Senior Managing Director at Blackstone
Blackstone is one of the biggest PE funds of the world. It has crossed $12 billion investment milestone in India.
Culture compatibility is core to all M&A and needs to be monitored from time to time. At the end of the day, all M&A’s are initiated with the primary motive of keeping customers happy and engaged. No customers, no business. I strongly believe that the solution to a culture integration process should be reflective of the values that the customer chooses for us.
Executive Director, TVS Logistics
TVS logistics aims to achieve exponential growth through the strategic acquisitions it has already begun doing.
Investment economics matter, but the realization of those economics depends on people, their competencies and value systems. When it comes to understanding people & organizational fit, science complementing art is always welcome.
CEO and Managing Director, Unibic India
A strategist of repute. He is credited to have co-authored the strategy of re inventing brand Britannia and launch of Tiger brand in the mass market.
Culture only matters when it does, and then it really matters.
CEO, Currencycloud UK
In M&A deals cultural fit is as important as financial calculations. People associated with M&A deals in both organizations should be in a give-and-take mode to make culture work for the merged organization.
Group CEO Karvy
The criticality of culture in the success of M&A transactions is undeniable. In reality, the company that is acquiring will derive value only if there are deep and clear insights on how the integration will impact the cultural fabric of the combined entity, especially in people-intensive businesses. Lack of planning, or leaving it too late, will lead to talent erosion, including loss of the best people, or even client loss. To ensure value enhancement, the acquirer must eventually work towards a uniform culture that articulates expected behavior and values that will eventually lead to value accretion for shareholders.