Tony Fadell in his book 'Build' gave insight of the culture clash when Google acquired Nest. Not only with Nest employee, but with himself as well - he decided to vote with his feet and quit Google.

Excerpt from the (excellent) book:

..But as more Googlers joined our ranks and Nest employees started understanding what kinds of perks were typical at Google, there was a huge internal debate about what people were and weren’t getting. Why did Googlers get massages? Why did they get more buses so they could come in late and leave after lunch? Why did they get 20 percent time (Google’s famous promise to employees that they can devote a fifth of their time to other Google projects outside their regular jobs)? We want 20 percent time!

I said it wasn’t happening. We needed 120 percent from everyone. We were still trying to build our platform and become a profitable business. Once we got there, we could talk about employees using Nest money to work on Google projects, get a free massage, and end their workday at 2:30 p.m. As you can imagine, my positions weren’t popular with the new employees.

But there was no way I was going to let entitlement creep in when there was still so much left to do. I wasn’t going to parcel out more perks just because Google employees were used to them.

The experience of being a Google employee is not normal. It’s not reality.

.. And that’s why I left. Not just because Google was trying to sell Nest or because they wanted me to stop acting like a parent CEO, but as a warning to my team. I was under a gag order, so I couldn’t tell everyone that something was seriously wrong. But I could show them. ..if you’re a CEO or high-level executive and you can see the water level rising before everyone else, then it’s your responsibility to signal clear and present danger to your team. And there’s no clearer sign that something ain’t right than you walking out the door.

You can’t assume acquisition will mean acculturation. That’s why Apple doesn’t really buy companies with large teams. They only acquire specific teams or technologies, usually very early in their life cycle when they’re pre-revenue. That way they can easily be absorbed and Apple never has to worry about culture. They can also skip the inevitable duplication of functions between existing teams like finance, legal, and sales, or the painful process of integrating one large team into another.

https://www.amazon.com/Build-Unorthodox-Guide-Making-Things/...

I've been reading Tony Fadell's book "Build: An Unorthodox Guide to Making Things Worth Making" and it's great so far!

https://www.amazon.com/Build-Unorthodox-Guide-Making-Things/...