Presents a conceptual framework of the entire acquisition integration process is divided into four sequential and co-evolving processes: formulating the integration logic and performance goals, establishing the integration approach to planning, design and execution of operational integration of strategic integration. The control of the strategic dynamics of the integration of acquisitions in fast-changing competitive environment requires attention to all four processes and the feedback loops between them. A … a Read more »

Presents a conceptual framework of the entire acquisition integration process is divided into four sequential and co-evolving processes: formulating the integration logic and performance goals, establishing the integration approach to planning, design and execution of operational integration of strategic integration. The control of the strategic dynamics of the integration of acquisitions in fast-changing competitive environment requires attention to all four processes and the feedback loops between them. An analysis of the HP-Compaq merger, however, point out that the creation of a strong feedback loop between the operational integration and the process of formulating the integration logic and performance goals is difficult. At the same time, it is necessary for sustained top management attention to the remaining long-term operational integration tasks and the multi-annual strategic activities necessary to maintain the dynamic challenges of the competition requirements.
To understand the dynamics of acquisition integration process.
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from
Robert A. Burgelman,
Webb McKinney
Source: California Management Review
24 pages.
Release date: 01 May, 2006. Prod #: CMR336-PDF-ENG
Managing the Strategic Dynamics of Acquisition Integration: Lessons from HP and Compaq HBR case solution

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