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The purpose of this paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned-entrepreneur regarding the evolution, commercialization and challenges of bringing a technological invention to market.

The interviewee is Mitchell Weiss, Chief Technology Officer (CTO) for Seegrid Corporation, a manufacturer of stereo vision-guided robots and vehicle control systems. As an accomplished executive of automation and robotics companies, Weiss shares his experiences and industry knowledge, including his first full-time job out of college at Unimation, the world’s first robot company.

Weiss received a Bachelor of Science from MIT and a Graduate Certificate in Intellectual Property (IP) from Northeastern University, has taught at Penn State and the University of Pennsylvania and has lectured at MIT. He has served as the Chief Operating Officer at Seegrid Corp.; CTO at Brooks Automation; CTO and Vice President of PRI Automation; President of ProgramMation, Inc.; and Chief Engineer and Co-Founder at United States Robots, Inc.

Weiss holds 24 patents, is an expert witness in IP litigation, is Vice Chair of ASTM F45 Driverless Automatic Guided Industrial Vehicles and is a member of ANSI/ITSDF B56.5 Safety Standard for Driverless, Automatic Guided Industrial Vehicles and Automated Functions of Manned Industrial Vehicles. He is also one of the co-authors of the 1986 McGraw-Hill book Industrial Robotics: Technology, Programming, and Applications. Weiss has led his high-technology robotic and automation companies to be successful in the installation of worldwide automation systems in semiconductor manufacturing, electronics manufacturing, automotive and warehousing and distribution. His technical achievements in product design, development and production combined with his business expertise in fund-raising, initial public offering and mergers & acquisitions provide companies with a unique, forward-thinking technology roadmap.

RTS is a Finnish robot technology company that acquired the automation division of British company Thurnall in 1998 to form RTS Thurnall plc. The article discusses the background to this merger and describes the activities of the two operations and how they complement each other. RTS has developed a range of advanced robot systems for machining complex parts in small batches with integrated vision where necessary. RTS Thurnall is active in industrial robotics with a range of grippers and gantry robots and also provides a service in customised robot tooling. In addition it is a world leader in laboratory automation for pharmaceutical companies including high throughput screening (HTS) of chemical entities that test for activity against specific decease targets. A multi‐million pound HTS project for a multinational drug manufacturer is briefly described.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Scholars have been conducting serious research mainstream on the human, organizational and cultural aspects of mergers and acquisitions (M&A) for more than three decades. The current globalization is faced by the challenge to meet the continuously growing worldwide demand for capital and consumer goods by simultaneously ensuring a sustainable evolvement of human existence in its social, environmental and economic dimensions. Currently, a new era of M&A is emerging through a wave of strategic investment decision-making toward Industry 4.0 (I4.0) strategy. The new waves of M&A can be viewed as comprehensive integration of manufacturing systems, production processes, digital communications technologies and automated machines. I4.0 strategy will make supply chains and production processes more interconnected, efficient and flexible, allowing mass-customization and virtual production. This chapter offers state of the art review of I4.0 based on recent developments in research and practice. This chapter offers an overview of opportunities and challenges associated with M&A activities toward I4.0, and suggestions for future research.

Just a few years ago, at what then was the annual American robot exposition and conference in Detroit, the head of a US robot firm remarked sullenly that the robot industry might soon resemble the auto industry in the US.

Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.

The purpose of this study is to look at Chinese mergers and acquisitions (M&A) in Germany on a firm level. It focuses on the benefits and risks from the viewpoint of Germany. In this way, the authors want to close the research gap concerning the financial consequences of Chinese takeovers for the affected German firms. The purpose is to find out if Chinese investors show a specific behavior in terms of profitability, growth and business risks in the acquired companies.

This paper studies the financial situation of German firms two years before and two years after being bought by Chinese companies, by analyzing accounting data of 19 target companies in six economic sectors. In this empirical study, firm performance is measured by profitability, research and development cost, liquidity and financial leverage. It is using the industry adjustment method and calculation of mean and weighted mean considering company size.

Overall, German firms’ financial performance after Chinese M&A did not significantly improve, but they did not worsen either. The changes in financial ratios are different across economic sectors and company sizes. Obviously, the final performance of firms after M&A is quite diverse due to diverse company-specific targets. The results do not reflect common fears about deteriorating situations brought by Chinese involvement drawn in mass media.

The study lacks analysis for a longer period, ideally five years before and five years after M&A. The calculated results of industry mean may differ from the real industry mean, as components are collected from the sample companies accounting for only 70% of the market. Industry means figures are calculated for only one single point in time and assumed to be unchanged over the whole time period. The study covers mostly firms which have total assets of more than €50m, so SMEs are underrepresented.

Owners of German firms that are in target but have not been purchased by Chinese investors can see the trends and anticipate which group of M&A targets their firms are categorized into. If their firms belong to the group of sectors or company sizes that shows negative results of performance after Chinese M&A, they can plan to protect their firms by implementing defending strategies against hostile takeovers. If their firms are in the groups that tend to enhance performance after Chinese M&A, they may be in a good position and able to negotiate for mutually beneficial transactions.

The results are important for political and public discussion. It is shown that Chinese acquisitions of German firms do not have a deteriorating effect, at least not in the short-term. Therefore, the results are a good input to neutralize discussions in German society.

The results disagree with the few previous studies on Chinese M&A in Germany (Bollhorn, 2015; Müller, 2017; Löchel and Sächtig, 2019). While the studies of Bollhorn and Müller are based on subjective methods, the study is based on a detailed financial method. Then, in contrast to the study of Löchel and Sächtig, it is strictly focusing on Chinese/German M&A. Most existing empirical studies are focusing on cross-border M&As from developed to developing countries and there is little attention to acquisitions in the other direction (Ma et al., 2016, p. 22).

There is a new air of optimism at Unimation following the acquisition by Staubli. Brian Rooks visited the Telford headquarters and talked to Philip Binding, sales and marketing manager.

The case explores information technology (IT) company Mindtree’s journey of 20 years from the time it was founded in 1999 to be different from others, and how it became a target for acquisition by an Indian diversified conglomerate in 2019. It offers insights into developing organizational culture and values in an organization, threats faced by a company when promoters dilute their shareholding, and the strategies followed by the acquirer and the target firm. It also deals with the challenges in the acquisition of a knowledge service digital firm. After working through the case and assignment questions, students will be able to: identify the circumstances under which a company can become a target for hostile takeover; describe motivations of the acquirer firm in an acquisition; distinguish between acquisition and hostile takeover, and discuss salient features of Securities and Exchange Board of India (substantial acquisition of shares and takeover) regulations, 2011; list the defenses a target firm can adopt to ward off hostile acquirer; explore strategies followed by acquirer and target firms; analyze important ingredients of organization culture, and importance of cultural congruence in an acquisition; and discuss challenges faced by an acquirer in India, namely, legal, retention of clients and key people in the target firm particularly in hostile environment.

The case explores how ten IT professionals founded mid-tier IT services company Mindtree in 1999 in Bengaluru, India (home to Infosys and Wipro) to be different from others – by inserting themselves at a higher level in the value chain, being philanthropic as a part of broader business strategy to attract a certain kind of employee and customer. It developed a culture of equality, consideration and respect. Its attrition rate of 12 to 13 per cent was significantly lower than the Industries. Mindtree crossed annual revenue of US$1bn for FY 2019 and was growing at twice the industry’s growth rate. The most attractive part was that its proportion of revenue from digital services was about 50 per cent as compared to 25-35 per cent of other services vendors. With time, the share of promoters/founders declined and increased one investor’s shareholding of V. G. Siddhartha and his related entities. In early March 2019, the promoters’ stake was 13.32 per cent while Siddhartha had 20.32 per cent. Larsen and Toubro (L&T) one of India’s conglomerate entered into a share purchase agreement on March 18, 2019 with Siddhartha to acquire his 20.32 per cent stake. Immediately, L&T asked its broker to purchase up to 15 per cent of share capital of Mindtree at a price not exceeding INR 980 per share (each share of face value INR 10). This would trigger an open offer by L&T to purchase additional 31 per cent shares of Mindtree. The action of hostile takeover bid by L&T evoked emotional criticism from Mindtree founders. Mindtree efforts to defend itself could not materialize. L&T’s stake crossed 26 per cent on May 16, 2019. After Indian regulator SEBI’s approval, L&T’s open offer to buy shares from Mindtree shareholders commenced on June 17, 2019. The case examines motivation of the acquirer firm particularly when it is a conglomerate, and how a well-performing company became a target for hostile takeover. It looks at vulnerabilities of a target firm, and defensive steps a firm can take to fence itself against such takeover. The case also explores how organizational culture is built in a people-oriented business, namely, digital services, and what role it plays in a merger of two firms.

The case is suited for postgraduate students of management, as well as those undergoing executive courses in management.

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CSS 11: Strategy.