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Compact case
Case
-
Reference no. IMD-3-1089
Published by: Institute for Management Development (IMD)
Originally published in: 2003
Version: 07.11.2003
Length: 2 pages
Data source: Field research

Abstract

This is the second of a two-case series (IMD-3-1088 and IMD-3-1089). The (B) case looks at events after the ''black box'' issues were negotiated. Sir Tom McKillop, CEO-designate, pondered how he would conduct the merger itself and drew up a set of ''merger principles''. He planned to invite the top 20 senior managers from each of the companies to a meeting before the merger was announced to present the vision and synergies for the new company. A video ''IMD-3-1088-V'' is available to accompany the case series.
Location:
Industry:
Size:
USD15 billion
Other setting(s):
1998

About

Abstract

This is the second of a two-case series (IMD-3-1088 and IMD-3-1089). The (B) case looks at events after the ''black box'' issues were negotiated. Sir Tom McKillop, CEO-designate, pondered how he would conduct the merger itself and drew up a set of ''merger principles''. He planned to invite the top 20 senior managers from each of the companies to a meeting before the merger was announced to present the vision and synergies for the new company. A video ''IMD-3-1088-V'' is available to accompany the case series.

Settings

Location:
Industry:
Size:
USD15 billion
Other setting(s):
1998

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