Do you believe the company has adjusted to the change?
The 1998 Daimler Chrysler merger became one of the largest industrial mergers in history at the cost of $35 billion. It was considered a merger of the equals with one of the companies being one of the best German manufacturers boasting of the Mercedes brand while the other an American carmaker boasting of the Dodge and the Jeep that captured at least a quarter of the American market. However, a few years later, it was clear that the merger would not go far. The employees spoke clearly of the fact that there was a cultural clash of the two companies despite a series of meetings held between the management and the employees. The truth is that Daimler had taken over the operations of the Chrysler Company while they took pride in their Nissan brand and eventually considering the other brand as inferior. In addition, the leaders from both organizations took control of the operations of the merger but hardly communicated. This also resulted in the failure of the merger.
What change process may have been used by the two company management?
Mergers involve the negotiation between two companies ultimately leading to a transaction. However, the Daimler Chrysler merger failed for a variety of reasons one of them being a lack of communication such that the employees did not know how to go about the change. The merger also faced resistance to change, lack of confidence in the management and fear of insecurity. However, the management would have implemented the change in a better way to enhance success. The
Does it mean that the change has been effectively implemented?
What strategies would you implement?