4181312
Description
Mind Map by Gaat je Niets Aan, updated more than 1 year ago
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Created by Gaat je Niets Aan
over 8 years ago
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Daimler Chrysler
Post Merger
Integration
- What went
wrong in D/C's
PMI?
- Cultural
dispersion US / GE
- Daimler:titles, hierarchy, formal processes
- Chrysler: informal, flat, direct approachable, can do,
- Daimler:titles, hierarchy, formal processes
- Distrust @
Chrysler
- "Daimler colleagues will be privileged"
- "Daimler will impose its culture on us"
- "Daimler colleagues will be privileged"
- Daimler's financial
managament
- Daimler's US
GAAP accounting
not ready for US
shareholders
- D/C not
listed on
S&P500
- vulnerability of
currency fluctuations
- Daimler's US
GAAP accounting
not ready for US
shareholders
- Daimler's HR
management
- no dual headquarters, just
one in GE
- different position of labor
unions > unequal
treatment in case of layoffs
- Different compensation
policies for executives as
well as for workers
- unsufficient encouragment and
support for face2face meetings
- no dual headquarters, just
one in GE
- Daimler's
Governance
- Chaiman's Integration Council
(CIC ): uncapable, stopped too early
- no replacement of CIC
- "Schrempp's Kitchen Kabinet":
too small, too limited
- PMI team caught up in
competition
- Chaiman's Integration Council
(CIC ): uncapable, stopped too early
- Daimler's Leadership
- CEO Schremp makes
presumptuous statements
towards Chrysler
- "We always saw
Chrysler as a division,
but we kept that
silent silent"
- "I will not bother
trying to please
immature MBA
analysts"
- "We always saw
Chrysler as a division,
but we kept that
silent silent"
- No common corporate
identity, no proper
brand management :
"stick to old brands"
- Quickly start bidding
on asian car firms
- CEO Schremp makes
presumptuous statements
towards Chrysler
- Cultural
dispersion US / GE
- What science
says re. PMI
- ingredients of
good PMI
- Cultural differences associated with
90% of all acquisitions that fail their
objectives [Norburn]
- 7 rules for successful PMI: vision, leadership, growth, early
wins, culture, communication, risk management [Habeck]
- Quickly build a new "social
tissue" [Morosini]
- Cultural differences associated with
90% of all acquisitions that fail their
objectives [Norburn]
- impact of PMI on
merger
- PMI has greatest impact on
sustainable long term value creation [Hromatka]
- x
- 53% of CEOs: PMI bears the greatest
failure risk for mergers [Kearney]
- Mega mergers more prone to
integrative problems due to a more
complex integration process [Hromatka]
- PMI has greatest impact on
sustainable long term value creation [Hromatka]
- ingredients of
good PMI
- What seemed
to be right in
D/C's PMI
- Integration
program set-up
- Chairman's
Integration
Council
- PMI team
- Chairman's
Integration
Council
- intention: NO closing down of
plants or redundancies
- Integration
program set-up
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