Cap Gemini Ernst & Young (B): A Global Merger

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Supplement

Reference no. 9-903-057

Subject category: Case Method and Specialist Management Disciplines

Authors: Ashish Nanda (Harvard Business School); Lisa Rohrer (Harvard Business School); Bertrand Moingeon (Harvard Business School); Guillaume Soenen (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 2002

Version: 11 February 2005

Length: 9 pages

Data source: Field research

Topics: Negotiation; Mergers; Globalization; Corporate strategy; Information technology; Partners; Partnerships; Management; Mergers & acquisitions

Share a link: https://casecent.re/p/62743

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Abstract

The negotiations for the merger between Cap Gemini and Ernst & Young conclude, resolving issues of how to bring together Ernst & Young consulting partnerships from all over the world into the publicly held Cap Gemini. Reactions to the merger were optimistic within Cap Gemini and Ernst & Young, however analysts voiced concerns about a cultural clash between the two firms and the viability of the new firm's strategy.

Locations:

United States; Europe

Industries:

Consulting services; Information technology consulting services

Size:

40,000 employees, USD4.3 billion revenues

Other setting(s):

1999-2000