Acquiring Intellect: Managing the Integration of Knowledge-Intensive Acquisitions Case Solution
In order to ensure that value is generated by acquisitions, what should the priorities of the new management team be? In case it begins with rationalization (close duplicate facilities, reducing the head count), it is going to make quick improvement on the price side, but risk a move work force. In case it highlights acculturation (building relationships, nurturing a common culture), it is going to have happy workers, but little price economies. Doing both at the exact same time is no response, either.
A three-stage model--first activities, follow-up, and second tide--is offered to help top management prevent the risks on both sides of an ideal integration course. Particular examples are drawn from the experiences recorded in the three case studies.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: May 15, 1999
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