TY  - JOUR
AB  - This case presents the “best practices” of a highly successful post-merger integrator that grew from $400 million in 1997, to $1.5 billion in 2000, to $4 billion in 2002. The case focus is on the $4.0 billion IT sector of Northrop Grumman, a company confronting immense change in the rapidly consolidating defense business. This integration is unique in that the product is a complete melding of various companies, systems, leaderships, and cultures of 11 legacy organizations. Not only is the result an organization with a new identity, but also one with new strategic capabilities unavailable to any of the stand-alone legacy companies. A teaching note is available to registered faculty, along with video clips that include footage of weapons systems (e.g., B-2 bomber) and information about the company's PMI process.
VL  - 
IS  - 
SN  - 2474-7890
DO  - 10.1108/case.darden.2016.000234
UR  - https://doi.org/10.1108/case.darden.2016.000234
AU  - Bourgeois L. J.
AU  - Freccia David
AU  - Williams Leslie
PY  - 2017
Y1  - 2017/01/01
TI  - Post-Merger Integration at Northrop Grumman Information Technology
T2  - Darden Business Publishing Cases
PB  - University of Virginia Darden School Foundation
SP  - 1
EP  - 17
Y2  - 2024/04/19
ER  -