Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 16 minutes
Data source: Field research
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Abstract
Hailed as a 'merger of equals,' the 1996 merger of Sandoz and Ciba Geigy to form Novartis is regarded as one of the success stories of mergers and acquisitions. Daniel Vasella recounts how the common glue helped in the integration of both companies. The common glue elements such as boundary spanning leadership, building blocks, communication rituals, knowledge interactions and cross boundary rotations showed up in choosing leaders based on meritocracy rather than politically, a worldwide Research and Development group that had to work together sharing knowledge and skills, and taking best practice from each of the former companies.
Location:
Industry:
Size:
CHF32.4 billion
Other setting(s):
1997
About
Abstract
Hailed as a 'merger of equals,' the 1996 merger of Sandoz and Ciba Geigy to form Novartis is regarded as one of the success stories of mergers and acquisitions. Daniel Vasella recounts how the common glue helped in the integration of both companies. The common glue elements such as boundary spanning leadership, building blocks, communication rituals, knowledge interactions and cross boundary rotations showed up in choosing leaders based on meritocracy rather than politically, a worldwide Research and Development group that had to work together sharing knowledge and skills, and taking best practice from each of the former companies.
Settings
Location:
Industry:
Size:
CHF32.4 billion
Other setting(s):
1997