Corporate managers typically have a strategic explanation for their purchase: the purchase of the company in question makes sense geographically or products reinforce each other. However, if you ask in two years, the company has won, managers tend to focus on "soft" factors, with comments like: "They forced us to reconsider our decision-making processes," or "They introduced us to a new approach to product development," or simply, "They shook up our culture." Examines the acquisition and implementation of a number of large, successful companies. Some of the companies included in the study suffered from stiffness. Nevertheless, the companies were found to use the acquisition to restore a sense of the viability of the business and unleash the subsequent burst of productivity. acquired companies often stimulated the acquisition of companies to develop new perspectives and different ways of doing things at critical times, keeping them fresh and organizations is vital. Even if the company did not pursue the acquisition is for this reason the process of buying the business and decide how to integrate them to the corporate structure enabled purchasers renew themselves before their products and methods are outdated. "Hide
by Freek Vermeulen Source: MIT Sloan Management Review 9 pages. Publication Date: July 1, 2005. Prod. #: SMR177-PDF- ENG
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