DaimlerChrysler: Inside the Megamerger --- In High-Tech War Rooms, Giant Is Born

At the first meeting of the DaimlerChrysler integration team in October, Juergen E. Schrempp and Robert J. Eaton presented each of the 40 team members with a single certificate of DaimlerChrysler stock that was cut in half and framed. The high-pressure reality of megamergers is a far cry from the ch...

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Bibliographic Details
Published inThe Wall Street journal. Eastern edition
Main Author By Brian Coleman and Gregory L. White
Format Newspaper Article
LanguageEnglish
Published New York, N.Y Dow Jones & Company Inc 13.11.1998
EditionEastern edition
Subjects
Acquisitions & mergers
Automobile industry
Business etiquette
Corporate management
Eaton, Robert J
Employees
Executives
Factories
Logos
Schrempp, Juergen E
Software
Stock offerings
Success
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Summary:At the first meeting of the DaimlerChrysler integration team in October, Juergen E. Schrempp and Robert J. Eaton presented each of the 40 team members with a single certificate of DaimlerChrysler stock that was cut in half and framed. The high-pressure reality of megamergers is a far cry from the champagne and stock-exchange celebrations that will herald DaimlerChrysler's first official day of trading Tuesday under the symbol DCX. To make DaimlerChrysler AG work-and to keep their jobs-the key players bolting together this unprecedented global merger face enormous logistical and managerial obstacles. Just organizing the "Day One" festivities is challenge enough. Imagine arranging to have cheerleaders and marching bands parade through factories in the U.S. and Germany. Party planners have also had to scramble to make sure that every one of the new company's 428,000 employees gets a Swatch watch with the words DaimlerChrysler on it. Teams have been synchronized to replace factory signs overnight to display the DaimlerChrysler name.
ISSN:0099-9660