Don’t Underestimate Culture: Trust Is the Linchpin in Every Merger and Team

The much-hyped AOL–Time Warner merger was initially hailed as transformative, but it quickly foundered not because of bad technology or strategy, but because the two company cultures clashed at every turn. Executives who never met before the deal were expected to collaborate overnight, with no trust and plenty of old grievances simmering. Meetings devolved into point-scoring and blame, milestones slipped, and resentment became the dominant emotional currency.

Meanwhile, other organizations investing in early, cross-team collaboration (before the ink is dry) achieve smoother transitions, fewer blowups, and faster innovation. Shared metrics and small wins bring people together; regular, open forums for airing and resolving pain points prevent the buildup of silent animosity. Social psychology research confirms: trust and informal relationships are the foundation for excellence in teams—without them, plans are ignored or sabotaged, no matter how compelling.

It’s tempting to skip the intangible work of culture building, but its absence guarantees failure more than any single external threat.

Don’t wait for things to “sort themselves out.” Start by scheduling informal gatherings or check-ins for new collaborators to just be people together. Make a habit of defining goals that can’t be reached unless everyone pulls together, and reward both team efforts and candor about what isn’t working. If you sense tension building, address it head-on with empathy and practical moves—because trust isn’t automatic; it’s engineered over shared time and vulnerability.