Talent Wins

Create an M&A Strategy for Talent

In 2010, Ford Motor, then in the early stages of recovering from the financial crisis that had hammered Detroit’s Big Three, sold Volvo to a Chinese auto manufacturer, Geely. Volvo was a mid-market player, with a brand stuck between a rock and a hard place. Its cars didn’t match up well with those of top luxury brands like Mercedes, BMW, and Audi, yet the company lacked the capacity to compete with mass-market leaders like Toyota, Ford, and GM. Making matters worse, the company’s workforce was dispirited from layoffs during the financial crisis, and ill-prepared for the future. Under Ford, managers had grown accustomed ...