Part I: The Twelve Tendencies for Trouble
On March 25, 2015, Kraft and Heinz, two venerable global brands with a roster of customer favorites, announced a merger.1 The new Kraft Heinz Co. was a piece of financial news, especially since it was engineered by Berkshire Hathaway and 3G Capital, a Brazilian firm known for its lean machine approach, its successful resuscitation of Burger King, and the merger of Burger King and Tim Horton’s. On July 2, 2015, the Kraft Heinz merger became a reality with its official opening on the stock exchange.
The more interesting discussion about the Kraft Heinz merger was not on the financial side, however. It seems as if the economic actions of cost cutting were a given. (In fact, several months post-merger,
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