WHEN CULTURES COLLIDE: CREATING A SHARED OFFICE FOR TWO DISTINCT BUSINESSES
The Challenge
I was approached by an architect tasked with designing a new office for an expanding financial business. Their client, an international insurance company—let’s call it Company A—had recently acquired another insurance firm, Company B. While both operated within the financial services sector, their offerings were quite different—as were their working cultures.
Company A supported flexible hours and remote work, whereas Company B adhered to a more traditional "9 to 5," five-days-a-week model. As the architect tried to develop a design that could accommodate both companies, they hit a wall. No decisions were being made, and the managing directors (MDs) of the two firms couldn’t agree on a shared vision.
At this point, I was brought into the project to help bridge what seemed like irreconcilable differences.
The Approach
After a brief introduction to the MDs, I arranged individual meetings with each of them. I wanted to hear their unfiltered views on the merger and the proposed office renovation.
It quickly became clear that Company A hadn’t made any personnel changes following the acquisition. Everyone at Company B had retained their roles, and the business was continuing as usual. The intention from Company A was to foster a collaborative and friendly environment between the two teams—one reason they initiated the office refurbishment project in the first place.
I was curious to understand the rationale behind the acquisition.
For Company A, the motivations were multi-layered. Firstly, they wanted to expand into new sectors, including renewable energy and sustainability—Company B’s core focus. Secondly, they aimed to solidify their presence in the UK market. Though Company A was internationally established with its headquarters in the US, its London branch had a long-standing presence. By merging with a locally rooted firm just two minutes from the Lloyd’s building, they hoped to elevate their brand and position themselves more distinctly as a British company.
For the London MD of Company A, this merger and office project represented a legacy he wanted to leave before retiring.
In contrast, the MD of Company B had more pragmatic concerns. He saw the merger as an opportunity to grow with the backing of a financially stronger and more global partner. Legacy wasn’t on his mind—efficiency, stability, and profitability were. He insisted that his team be in the office every day, as he struggled to trust remote work. From his perspective, the office refurbishment—and even the idea of relocating—seemed unnecessary and ill-timed.
It almost seemed like these two leaders had never truly spoken before the office project began. When I asked who had decided to go ahead with the refurbishment, neither could give me a clear answer. The project had just… happened—without consultation with most of the leadership.
In a subsequent conversation, the MD of Company B confided that he felt sidelined. His team echoed similar sentiments. Despite numerous meetings during the merger process, no one had meaningfully engaged the staff, nor had there been any discussion about a shared future vision. As a result, the idea of a shared office felt foreign and disconnected.
As a psychosynthesis coach, I focus on coaching the person, not the problem. When a person gains clarity, the problem often resolves itself.
On the surface, the issue was a stalled project. But underneath, it was about misalignment—of values, intentions, and communication. What seemed like a clash of working styles was actually a lack of understanding and connection. Neither MD had been truly open with the other—consciously or not—and the stuck project was simply a symptom of that.
The Outcome
Through individual coaching, I helped each MD clarify what they truly wanted and needed from the merger and the project.
Both wanted to run a profitable business, supported by staff aligned with that goal. But one sought to leave a legacy of innovation and growth, while the other simply wanted to be treated as an equal partner. Here, it became clear: wants and needs are not the same.
With some deeper exploration, we discovered that what they both needed was recognition—for who they were and what they stood for.
In our joint sessions, with my support, the two MDs began to express themselves more openly. For perhaps the first time, they spoke candidly and authentically—more like old friends than mere business partners. A sense of relief and mutual respect emerged.
From there, the conversations shifted. They began bouncing ideas about the office and the future of the company. Before long, they realised their approaches were not at odds—they were, in fact, complementary. This new understanding unlocked the path forward, allowing the architect to resume the design process with clarity.
Moreover, the MDs recognised the need to support the cultural integration of both teams. They initiated discussions around establishing a unified brand and identity to reflect their new shared office space. This was a development I hadn’t anticipated, and I was genuinely pleased to see it unfold.
At that point, my work was done. I stepped away, confident in the direction they were heading, and excited to return later in the year to see the completed office—and to reconnect with the MDs and their teams.
