Word: mergerer
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...deal was cast publicly as a "merger of equals" because neither Eaton nor Schrempp wanted to use the word acquisition. Schrempp feared it would touch off a xenophobic outcry in Washington. Eaton did not want to seem as if he'd just sold out. But Eaton blundered. He announced last May that he would step down as co-chairman within three years and turn the company over to Schrempp. Stallkamp, sensing what the consequences might be, pleaded with him not to say it, but Eaton wasn't swayed. "I believed strongly there should not be two CEOs," he explains...
From the start, the culture gap made DaimlerChrysler's post-marriage period of adjustment more difficult than that of any other merger around. When Stallkamp and two other Chrysler execs named Tom were introduced to their German counterparts, who by custom all use the title Doctor, Stallkamp broke the ice. "Titles are important in America too," he said. "'Tom' is the title you get when you have an M.B.A...
From the outset, the German obsession with planning has kept everyone on edge. No sooner was the merger announced last May than Schrempp's phalanx of strategic thinkers began issuing reams of organizational flow charts. Every phase was delineated with titles like "synergy tracking"; every group had its weekly meeting schedule, from last year until 2001, when the integration is to be complete. The process is directed by Rudiger Grube, the tireless tactician who helped Schrempp restructure Daimler-Benz...
...Grube, the company's best measure of success is whether his schedules are being met. He set up a "post-merger integration" (PMI) structure in which 12 "issue-resolution teams" are assigned to push and cajole their counterparts into combining everything from supplies to research. Every time there is disagreement, the integration process for that group is halted until a solution is found. Progress is tracked in the "war room," a nondescript office down a dark second-floor corridor in Daimler's imposing brown headquarters in Stuttgart...
...effect, Schrempp may have saved Chrysler. Even before the merger, Lutz and Castaing had resigned, and the camaraderie was fading. "We were in a transition that would have continued, in part because of Bob's age," concedes Stallkamp. "[The merger] gave us a very strong leader and solved the problem sooner rather than later...