Successfully through a series of mergers, Ivan Seidenberg, Verizon’s chairman and CEO, shared the co-CEO title twice build the largest telecommunications companies in the United States. The strong and complementary cultures of the companies that had merged Seidenberg and an important group of leaders was an important factor in their success. However, in the steps leading up to this, sales declined in its traditional landline business intensified its dependence on the growth of the wireless and broadband se … Read more »

Successfully through a series of mergers, Ivan Seidenberg, Verizon’s chairman and CEO, shared the co-CEO title twice build the largest telecommunications companies in the United States. The strong and complementary cultures of the companies that had merged Seidenberg and an important group of leaders was an important factor in their success. However, in the steps leading up to this, sales declined in its traditional landline business intensified its dependence on the growth of wireless and broadband services. How Verizon drew less familiar to the culture they had suffered would have to be evaluated, as they embarked on a new wave of growth through change in this area. As the future of Verizon are becoming increasingly dependent on business in areas that bore little resemblance to the Baby Bells, the lessons learned from previous successful mergers were less applicable?
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from
Rosabeth Moss Kanter,
Douglas Raymond,
Ryan Leo Raffaelli
Source: Harvard Business School
28 pages.
Release date: 06 February 2004. Prod #: 303131-PDF-ENG
Making of Verizon HBR case solution