Hermann Gudmundsson, the new Chief Executive Officer (CEO) of the two Esso Iceland (supplier of fuel and lubricants) and Bilanaust (an automobile spare parts dealer) began an organizational strategy to support the two companies forward for the next years to develop. His primary objective was to value for themselves and the clients they serve and create Gudmundsson as several methods to achieve this goal as any business should be run and managed on a stand-alone basis, or would a .. . Read more »

Hermann Gudmundsson, the new Chief Executive Officer (CEO) of the two Esso Iceland (supplier of fuel and lubricants) and Bilanaust (an automobile spare parts dealer) began an organizational strategy to support the two companies forward for the next years to develop. His primary objective was to value for themselves and the clients they serve and create Gudmundsson as several methods to achieve this goal as any business should be run and managed on a stand-alone basis, or would a formal merger bring the hoped-for synergies? He noted that the best approach would be to capture an accurate picture of the talent in both existing organizations, but was unsure of the best method to sort, rank and evaluate the existing talent in each of Esso Iceland and Bilanaust. Ultimately, he wanted a list of goals for the program and evaluation methods to translate the knowledge to create.
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Ken marks
Gerard Seijts
Source: Ivey Publishing
2 pages.
Release Date: 03 September 2010. Prod #: 910C17-PDF-ENG
Merging Esso Iceland and Bilanaust (B) HBR case solution

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