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Case
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Reference no. UVA-BP-0472
Subject category: Strategy and General Management
Authors: LJ Bourgeois III (Darden School of Business, University of Virginia); David Freccia (Darden School of Business, University of Virginia)
Published by: Darden Business Publishing
Originally published in: 2003
Version: 1 February 2011
Revision date: 1-Jun-2011
Length: 17 pages
Data source: Field research
Topics: Post-merger integration; Postmerger; Mergers and Acquistions; Corporate strategy; Industry analysis
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Abstract

This case presents the 'best practices' of a highly successful post-merger integrator that grew from $400 million in 1997, to $1.5 billion in 2000, to $4 billion in 2002. Case focus is on the $4.0 billion IT sector of Northrop Grumman (NGIT), a company confronting immense change in the rapidly consolidating defense business. This integration is unique in that the product is a complete melding of various companies, systems, leaderships, and cultures of 11 legacy organizations. Not only is the result an organization with a new identity, but also one with new strategic capabilities unavailable to any of the stand-alone legacy companies. Video clips are available that include footage of weapons systems (eg B-2 bomber) information about the company's PMI process.
Industry:
Aerospace/defense
Teaching note
-
Reference no. UVA-BP-0472TN
Subject category: Strategy and General Management
Authors: LJ Bourgeois III (Darden School of Business, University of Virginia); David Freccia (Darden School of Business, University of Virginia)
Published by: Darden Business Publishing
Originally published in: 2003
Version: 20 June 2011
Revision date: 5-Feb-2014
Length: 21 pages
Data source: Field research
View full details

About

Abstract

This case presents the 'best practices' of a highly successful post-merger integrator that grew from $400 million in 1997, to $1.5 billion in 2000, to $4 billion in 2002. Case focus is on the $4.0 billion IT sector of Northrop Grumman (NGIT), a company confronting immense change in the rapidly consolidating defense business. This integration is unique in that the product is a complete melding of various companies, systems, leaderships, and cultures of 11 legacy organizations. Not only is the result an organization with a new identity, but also one with new strategic capabilities unavailable to any of the stand-alone legacy companies. Video clips are available that include footage of weapons systems (eg B-2 bomber) information about the company's PMI process.

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Industry:
Aerospace/defense

Related

Teaching note
-
Reference no. UVA-BP-0472TN
Subject category: Strategy and General Management
Authors: LJ Bourgeois III (Darden School of Business, University of Virginia); David Freccia (Darden School of Business, University of Virginia)
Published by: Darden Business Publishing
Originally published in: 2003
Version: 20 June 2011
Revision date: 5-Feb-2014
Length: 21 pages
Data source: Field research
View full details