Chapter 8
After the Merger: Why Executives Stay or Leave
We were “metamorphosed” from a publicly traded U.S. Fortune 500 company to the U.S. subsidiary of a Swedish multinational. The elimination of major departments and location issues had to be addressed at an early stage and continued to be a problem long after the acquisition.
I had a close personal and professional relationship with my counterpart in the new parent company. I admired the Swedish global management style. They gave us greatly expanded professional responsibilities in the M&A area but also gave us a lot of professional independence.
—Top executive who stayed after his company was acquired by a Swedish multinational
Strategic Versus Organizational Fit
Mergers and acquisitions ...
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