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The paper highlights the success of ArcelorMittal’s acquisitions. Focusing on the strategy used to achieve smooth post-acquisition integrations of culturally distant state-owned firms.

This paper is a result of an exploratory research for qualitative information showing a similarity in the pattern in which post acquisition integrations were executed to successful completion in the history of ArcelorMittal.

Mittal’s post-acquisition integration processes began with programs such as the Knowledge Integration Program. These activities reduced pressure on issues related to the differences in the corporate cultures while increasing transparency among the departments of the acquired firms.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Between 1985 and 2001, only 45 of 90,480 total European mergers and acquisitions were identified as a merger of equals (Zaheer et al., 2003). This indicates that there were less than 1 per cent of the M&A deals that could actually be categorized as a merger of equals. This paper aims to analyse two recent mergers and assess to what extent they are “of equals”.

The paper takes a multi-case study approach looking specifically at the Lafarge-Holcim and DuPont-Dow Chemical mergers.

Zaheer et al. (2003) point out that in the case of a merger of equals emotions run usually high, perceptions of fairness and unfairness are strongly related to identification with their former organizations, and the very idea of “equality” can backfire, as integration can never be equal in all its aspects. It remains to be seen if the Lafarge-Holcim and the DuPont-Dow Chemicals will truly be equal.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Despite the initial economic handicaps faced by Disney, FedEx and HP, they have remained resilient over several decades. Today, the three companies have combined revenues of $200 billion and an aggregate workforce of some 780,000 employees. A downturn might make growth more difficult in the initial stages. However, it may also ensure that the company focuses on what it is critical to its survival thus laying the foundations for long-lasting success.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by independent writers who add their own impartial comments and place the articles in context.

Falling in love with one’s own product is not rational behavior and could be misleading, as it blinds people to strategic foresight. Products should be designed with a strategic focus that is both innovation- and customer-centric.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.