It’s crucial to identify and build on the unique cultural strengths that helped foster rapid growth in the first place. Aim for high levels of empowerment and radical transparency to foster trust and buy-in.

Allow them to make decisions knowing they have your trust and support, even if mistakes are made. Rapid-growth companies can do the same by providing autonomy to operating units and leaders. Instead, aim for a measured degree of autonomy where clear and open communication creates trust and eliminates any urge to limit the acquired company’s self-sufficiency. Like it or not, total autonomy within large organizations is rare. Overall, growth company leaders seeking to maintain momentum must constantly fuel the entrepreneurial engine that powers their own performance. Divisional leadership should actively seek to preserve the entrepreneurial spirit of subsidiaries, and the subsidiaries should support efforts to do the same. The ability to act quickly, sans excessive operational constraints, is vital to maintaining momentum. What can leaders of fast-growing companies do to maintain or accelerate momentum at their own firms? Here are six lessons from my experience.

Underestimating culture can be perilous, DealRoom says, citing a litany of failures due to cultural incompatibility. In Amazon’s acquisition of Whole Foods, for example, we can blame culture clash. For example, DealRoom-a unit of M&A Science that’s worked on hundreds of acquisitions-recently reported on lessons learned from deals, both good and bad.

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