Abstract
‘Hey, you know, I’m probably your worst damn nightmare. The evil empire to the south shows up in charge here and it’s somebody from L.A. I mean, if only we could have been from Boston. Any place but L.A.’ Kevin Sharer, CEO of California-based biotech giant Amgen, is in Seattle joking with employees of its 2002 acquisition Immunex. Yet melding together the two corporate cultures was no laughing matter.
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Chapter 4 Establishing a New Performance Culture
GE Capital’s integration approach is described in detail in Ronald N. Ashkenas, Lawrence J. DeMonaco and Suzanne C. Francis, ‘Making the deal real: How GE capital integrates acquisitions’, Harvard Business Review, Jan.–Feb. 1998: 165–78.
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© 2007 David Fubini, Colin Price and Maurizio Zollo
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Fubini, D., Price, C., Zollo, M. (2007). Establishing a New Performance Culture. In: Mergers. INSEAD Business Press. Palgrave Macmillan, London. https://doi.org/10.1057/9780230800755_4
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DOI: https://doi.org/10.1057/9780230800755_4
Publisher Name: Palgrave Macmillan, London
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