No forethought into managing culture differences prior to the merge. The focus was on getting the technologies integrated and the human capital piece was not attended to. There was constant "speak" of how similar the cultures were but they were anything but. HR along with the rest of the executive team should have had this as a priority. Communication was poor, redundancy was not handled well as far as who kept their job. Morale sunk horribly. It felt very much like an acquisition instead of a merger. As a result of not minding the gap.