The number of publicly listed U.S. companies traded on U.S. exchanges has been cut almost in half during the past 20 years—from about 7,300 to 3,700—which goes to show that mergers and acquisitions are still a primary growth strategy.

In fact, 2018 looks to be another banner year for mergers and acquisitions, especially in tech, finance, and healthcare.

The chief human resources officers (CHROs) of some of the biggest companies in the United States, Europe, and Asia tell me they expect to spend a good bit of 2018 navigating the tricky terrain created by inorganic growth. And not just their own growth.

Even if their company isn’t involved, mergers can affect entire industries. The CHROs I’ve talked with are already preparing for how that will affect their human resource departments.

CHROs are smart to think the way they do. Not just because they’re seizing on the opportunities that a merger offers, but also because they’re recognizing what it really offers: the chance to build a new workplace culture.

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