The knowledge.(acquisition and merger techniques)

FILBIN, STEPHEN; WILLIAMSON, ROSS

WHEN COMPANIES MERGE, THE LEADERS OF THE ENLARGED GROUP CAN BE LEFT WITH LESS CONTROL; ONE CEO DECIDED TO DO SOMETHING ABOUT IT. ROSS WILLIAMSON AND STEPHEN FILBIN REPORT

When two European science-based companies merged in 1996, to become one of their industry's largest players, the new leadership team faced some tough challenges. They had done a lot of pre-merger planning, and had a good idea of how the enlarged company's operations and processes would be integrated, but the cultures of the two companies were very different, and there was no common framework for measuring and ...