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Authors: Carlos Cordon
Published by: International Institute for Management Development (IMD)
Originally published in: 1996
Version: 18.12.2003
Length: 12 pages
Data source: Field research

Abstract

This is part of a case series. Magneti Marelli's first 3 years following the 1986 five-way merger are described in this case. Throughout this crucial period, Magneti Marelli's top management held fast to its merger strategy - communication, consensus and transparency down through the company. The reorganisation process and the company's new structure, organised by branches or 'raggrupamenti', are described in detail as is the company's commitment to developing a common culture. By 1989, integration of the five companies could be considered as achieved.
Size:
30,000 employees
Other setting(s):
1986-1994

About

Abstract

This is part of a case series. Magneti Marelli's first 3 years following the 1986 five-way merger are described in this case. Throughout this crucial period, Magneti Marelli's top management held fast to its merger strategy - communication, consensus and transparency down through the company. The reorganisation process and the company's new structure, organised by branches or 'raggrupamenti', are described in detail as is the company's commitment to developing a common culture. By 1989, integration of the five companies could be considered as achieved.

Settings

Size:
30,000 employees
Other setting(s):
1986-1994

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