In good company

Corporate mergers and acquisitions are common events defining today's global marketplace. But only after these deals are completed are executives faced with the real work that will enable the primary organization to achieve the goals it envisioned when it merged with or acquired another company. This paper examines how organizations can use project management to facilitate the integration of merged or acquired companies into the primary company, all without disrupting daily business and ongoing projects. In doing so, it discusses how one biotechnology company--Genzyme (Cambridge, MA, USA)--manages and learns from its process of integrating the smaller firms it regularly acquires into its larger operation, noting the challenges encountered and the solution developed when Genzyme acquired AnorMED, the developers of the pharmaceutical product known as Mozobil. It describes the most significant problem that project teams encounter when their company either acquires--or is acquired--by another firm. It also sugges
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