Atos has a single global brand strategy, which was only adopted in 2018. This decision was made to create a powerful brand against global competitors and unify employees around one employer brand. Prior to this, Atos followed a house of brands architecture, which did not work well in integrating people within the company. This confusion negatively impacted the business. The integration process for acquisitions with different histories and cultures can vary. Xerox and Syntel's portfolios fit more naturally into Atos, making the transition process easier. Bull, on the other hand, was more complex due to its large portfolio of product brands and brought in expertise that was different to how Atos operates. An important rule for culture and people is to understand and bridge the gap between different cultures.
