This two part case series provides an inside view on how the former Daimler-Benz and Chrysler Corporations organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation, to international M&A alliances and change management. The case is divided into two complementary parts, which can used together or separately, as stand-alone cases, depending on the instructor’s objectives. The first part, IMD-3-0773, describes a journey that started during the early 1980s, until the events that preceded the Daimler-Chrysler merger, outlining the key strategic, organizational and execution challenges which both companies faced as they moved to actually integrate the largest industrial merger the world had seen to date. The second part, IMD-3-0774, describes how DaimlerChrysler actually organized and moved to implement the post-merger integration process, raising a set of issues around structural risks, cultural aspects, and execution skills in a high-stakes, global context of a major post-merger integration effort.
Gone are the days of the loyal company man or woman. Today’s workforce often includes a mix of freelancers, agency temps, and outside contractors. Here are four work models to keep these disparate elements happy and motivated.
Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.
Warnings about alcohol’s harms by medical experts are nothing new. But the drinks industry is now taking sobriety seriously by investing in a growing range of alternative products.
How an easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.
CEO Manuel Reman blends Krug's tradition with innovation, fostering deeper connections with global audiences and emphasizing authenticity to keep the champagne house relevant amid shifting tastes and sustainability challenges.
The implications of generative AI for "knowledge" work are more profound than many of us might think. Organizations need to wake up.
Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
As campaign disasters at Apple, Bud Light, and Jaguar demonstrate, boards shy away from marketing oversight at their peril.
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications