Focus on People for Successful International Acquisitions

When Daimler and Chrysler merged in 1998, the combined company was expected to become the largest car manufacturer in the world. What was supposed to be a marriage of equals, instead became a cautionary tale for international acquisitions.

While a number of factors derailed the alliance, there’s a general belief that the cultural differences between the two companies – one German, the other American; one a high-end brand, the other perceived as blue collar – played a huge role in working relationships that grew increasingly toxic.

As a counter example, the merger between Renault and Nissan is a text book case of two companies whose merger surpassed all expectations. Continue reading