(Simple Past)
Apple's Management Team: Before & After Steve Jobs Left
One popular
story of late regarding Cook and Apple is that Apple is suffering from brain drain ,
as employees seek fresh opportunities at Google, LinkedIn and other hot
companies now that Apple's stock has fallen from the lofty $700 mark about a
year ago to the more modest $500 or so level. Some of this discussion has been
prompted by changes at the higher echelons of Apple, namely the management
team, since Cook took over.
To sum up the
management changes: Jobs stepped down as
CEO in August of 2011 and died in
October; Cook moved up from COO to CEO; SVP of Mac Hardware Engineering Bob Mansfield retired in June 2012, returned a short while later, the stepped down earlier this summer to focus on special project ; Dan Riccio joined top management ranks overseeing hardware last year; Ron Johnson, head of retail, announced he
was leaving Apple in June 2011 and officially left shortly after Jobs' death to
head up J.C. Penney; John
Browett replaced Johnson, but was ousted in April 2012, with Cook at least
temporarly taking over the retail operations; Scott Forstall, SVP for iOS, also was ousted in 2012; Eddy Cue
gained new responsibilities in the wake of the Forstall departure and became
part of the top management team, and has even been rumored to be a possible Cook successor if things go south for
him; legendary designer Jonathan Ive was also given increased design
responsibilities; and Craig Federighi
joined the executive team overseeing software engineering after Forstall left,
and played a starring role in Apple's iOS 7 announcement in June.
Here's a look
at what that team looks like now vs. on Aug. 16, 2011, shortly before Jobs stepped down and Cook took over as
CEO.
(Present Perfect)
Integration Management of Western
Acquisitions in Japan
Historically,
Japan
has received significantly less cross-border foreign direct investment (FDI)
than other developed countries. However, in recent years, intensified
globalization and deregulation has led to a sharp increase in cross-border
M&A transactions in Japan. Press, media, consultants and Japanese
managers seem extremely optimistic that the flow of cross-border M&A will
continue to expand. During this process, foreign companies are expected to help
restructure distressed companies By doing so, foreign companies might play a
role in the currently discussed process of converging management practices.
Despite
general enthusiasm, the performance of companies following M&A transactions
has been rather disappointing. In a study of 1,700 companies in the
USA, Europe and Japan, quote a failure rate of 70 per cent. Among the larger
cross-border M&A in Japan, a few multinational companies are already
struggling with their acquisitions. In this study, we analyze one of these
unsuccessful acquisitions, namely Daimler Chrysler-Mitsubishi, and compare it
with the successful Renault-Nissan acquisition. In both cases a Western
automobile company, French and German-American respectively, acquired a
controlling stake in a distressed Japanese automobile company.
Despite
several similar starting conditions, these two acquisitions developed widely
divergent outcomes that suggest differences in post-acquisition integration
processes. Other authors familiar with the Renault-Nissan case have also argued
that success lies more in post-acquisition management than in strategic, legal
or financial issues. Therefore, this study focuses on analyzing the
post-acquisition integration management process.
Post-acquisition
integration processes have often been described as the decisive factor in
M&A success Following, we divided the post-acquisition integration
process into organizational integration (task integration) and human
integration (employee resistance). Whereas organizational integration deals with the operational
integration of the firms, human
integration analyzes the (mostly negative) reactions of employees
towards M&A integration, and methods of managing these reactions.
The
majority of previous studies have tried to single out and analyze only one
factor within one of these two categories. As a result, findings
have been mixed and sometimes even contradictory. Few studies have tried to
integrate various aspects to reach a better understanding of the M&A
process made a first attempt at a more comprehensive analysis by
investigating the role of organizational and
human integration in acquisitions. However, their theory was based on only
three successful acquisition cases, of Swedish companies in Europe and America.
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