The conditions of acquisition were very unfavorable to the company's shareholders even though it was ultimately saved from bankruptcy when it was got two days later.
How did this happen? Could it have been prevented? What should other supervisors, the chief executive officer, the staff and also the board of directors have done differently? What lessons does this narrative hold for how firms should be managed and governed? And what exactly does it say about our ability to handle risk in big modern corporations operating in increasingly rapid-moving and complex global markets?
PUBLICATION DATE: March 30, 2015 PRODUCT #: W15077-PDF-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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