How does a multinational organization made up of 4,000 employees of different cultures who speak different languages and perform different functions at sites in 30 countries develop a dominant, enterprise wide, unifying strategy that is understood and embraced by all? Marel, which designs and manufactures highly customized food-processing equipment, faced that challenge after nearly three decades of expanding through acquisitions. It purchased Stork Food Systems in 2008, a firm with U.S. roots dating to the 1850s that had its own blend of acquisitions, history, culture and manufacturing practices. Equal in size to what Marel had become, Stork introduced even greater diversity into the parent company’s operations and culture. With the acquisition of Stork, Marel’s international profile now...