A big U.S. investment management corporation has recently got a dominant Canadian investment management company with the reason for the cost of the acquisition mainly based on tremendous economies of scale from incorporating parts of the operations of both businesses.
A superior vice-president of the Canadian business has been inquired to counsel how this should be done. She conclude that it would be far better to keep administrative functions under the Canadian business's ability, but when she presents her report to the chief executive officer of the U.S. firm, he requests that she modify her report to give these gathering to the Canadian division of the U.S. business.
Must she bow to her superior's wishes and change her recommendation? What are profession impact and the ethics of altering a professional view under pressure from top management?
Sarah Vickers Post Acquisition Career Management case study solution
PUBLICATION DATE: November 19, 2013 PRODUCT #: W13506-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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