Cisco: Early if not Elegant (A) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The company's strategy was Cisco Systems to acquire, acquire, acquire during the 1990s. On the way, the company with the integration process, unique to each acquisition, Cisco consumed. From the day it was announced are purchasing, human resources and business development team went to the headquarters of the acquired company to become familiar with the new system. The day after the deal closed, the human hand Resources Business Development Department came to the firm with the individual program orientation. Approach Cisco, he also worked in the period between 1994 and 2000 with more than 70 acquisitions. By 2001, the buying spree Cisco acquisitions slowed down to just two years, resulting in the public speculation that over-buying firm. However, in early 2002, John Chambers, CEO of Cisco Systems, announced that it still intended to purchase eight or ten companies that year. What's new post-merger integration issues, the company face? This case provides an opportunity to study the merger of Cisco integration (PMI) strategy, which takes place in a fast period of time in order to achieve cost savings, higher wages, and an integrated culture. Students will learn how Cisco understands the importance of its acquisitions and the role of managers in the acquired company. They will also be challenged to think about how Cisco PMI strategy reflects their corporate strategy and culture. "Hide
by Gerry Yemen, Sayan Chatterjee, LJ Bourgeois Source: Darden School of Business 26 pages. Publication date: April 19, 2002. Prod. #: UV1632-PDF-ENG