Titlebook: Mergers; Leadership, Performa David Fubini,Colin Price,Maurizio Zollo Book 2007 Palgrave Macmillan, a division of Macmillan Publishers Limi

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d spaces include a sweeping array of settings, including urban streets, plazas and squares, malls, parks, and other locales, and natural settings such as aquatic environments, national parks and forests, and wilderness areas. The impor- tance of public settings is highlighted by difficult questions

Benign

Creating the New Company at the Top, new company at the top entails: ‘You can always have a lot of get-together dinners, but that’s not the point. You have to name the right top team, get it structured correctly, define its new agenda and develop trust between its members so they can work well together.’ This is your first and arguabl

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Establishing a New Performance Culture,ly we could have been from Boston. .’ Kevin Sharer, CEO of California-based biotech giant Amgen, is in Seattle joking with employees of its 2002 acquisition Immunex. Yet melding together the two corporate cultures was no laughing matter.

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Championing External Stakeholders,ocesses and systems would be introduced in a single weekend. If everything went well, on Monday morning customers from both sides would seamlessly adapt to the merged bank and very few would be lost to competitors. In practice, however, it is very difficult to pull this off for a merger of any size,

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Fostering Momentum and Learning,d complete an integration at breakneck speed. Kaufman and SVP Betty Jane Scheihing, his . head of integration, kept up the pace throughout each integration but were particularly active in the days immediately before and after the announcement.

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