As this is a different type of acquisition, some aspects of the onboarding process will need to be rethought and it should definitely consider additional steps or a completely new system for this difficult situation. She must work to reassure Evergreen managers that she will remain true to the Evergreen Way by giving them the autonomy they need to deliver a unique experience. The problem here is that the cultures are different, unlike previous acquisitions where the cultures were aligned and the companies shared similar values. “The chances of success are even lower if the companies' corporate cultures are very different. When a company is acquired, the decision is usually based on product or market synergies, but cultural differences are often ignored. It is a mistake to assume that personnel problems can be easily overcome.” Usually, Evergreen's careful research process ensures a smooth transition: like-minded managers in different stores learn about the advanced systems while remaining able to control the daily life of their store. However, the acquisition of Arugula and the use of location allocations that allow suppliers to pay for free space and make it difficult for small local businesses appear to be moving Evergreen away from its original vision. Norton must ensure that it protects its managers and employees and continues to provide them with the tools they need.