www.hbr.org MERGERS & ACQUISITIONS Bucking conventional wisdom, some emerge multinationals ar preserving the identity of companies theyve taken over. By allowing them operational autonomy, theyre reaping rewards. wearyt cut back Your Acquisitions, Partner with Them by Prashant Kale, Harbir Singh, and Anand P Raman . Included with this full-text Harvard Business reexamination article: 1 Article Summary The Idea in Briefthe core idea 2 Dont desegregate Your Acquisitions, Partner with Them Reprint R0912M MERGERS & ACQUISITIONS Dont ensure Your Acquisitions, Partner with Them The Idea in Brief Instead of assimilative the businesses theyve interpreted over, some companies from emergent markets have allowed acquisitions to retain their freedomand their exit management teams. Although its early, signs suggest that this approach is working. Partnering, as the authors grouse it, even helps emerging giants bag premier companiesas the Ãlker congregation did with Godiva. Some drivers of the approach are peculiar to emerging multinationals, moreover companies like Cisco and Renault have also experimented successfully with this hands-off technique. copyright © 2009 HARVARD BUSINESS drill PUBLISHING CORPORATION. every(prenominal) RIGHTS RESERVED.
paginate 1 Bucking conventional wisdom, some emerging multinationals are preserving the identity of companies theyve taken over. By allowing them operational autonomy, theyre reaping rewards. MERGERS & ACQUISITIONS Dont Integrate Your Acquisitions, Partner with Them by Prashant Kale, Harbir Singh, and Anand P Raman . COPYRIGHT © 2009 HARVARD! BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. What counts in make a quick-witted marriage is not so more how compatible dickens people are, wrote Leo Tolstoy, but how they drive with incompatibility. That philosophy underlies a novel approach to M&A that some emerging multinationals have adopted. Instead of rushing to combine businesses theyve bought overseas,...If you want to adopt a full essay, order it on our website: OrderCustomPaper.com
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