We were acquired by Blackberry in February. What we're seeing is some cultural differences as we're sort of meshing the organizations together. We're going to be learning from each other. Blackberry is an organization with a lot more maturity over its business processes. It starts with actually doing a little bit of that, but a little bit of maturity is good because we're usually all about speed and getting stuff done and we're not always looking at what's the most efficient or effective way to get those done. There are some things we can learn from our acquirer and there are some things they can learn from us because we're moving at high speed, high growth rate, and we are innovative. If they bought us for our intellectual property and our engineering sort of know-how, that innovation engine we've got going on around what our product engineering is doing, then there is a lot that they can learn to keep that going. Then maybe it spreads some of that back into their organization where they may not have the same mojo they had in the past and they want to get it back. I think there are things that we can learn from each other.
Several great articles on HBR.org with more authority than I can speak, but generally it is best to try to forge a new combined culture instead of attempting to integrate one team into another's culture. Find shared values and encourage/reward collaboration and shared progress