AlphaNet and OmegaCom

After completing a hostile takeover of a competitor, what should be at the top of the CEO's agenda?
Todd Jick  | Spring 2010
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When AlphaNet Corp.'s CEO and chairman completed a hostile takeover of rival Internet company OmegaCom, he promised investors and analysts that the merged companies would find a strategic path by year-end. But the only similarity between the two firms was that each had a fiercely defended culture, which included viewing the other as "the enemy." While AlphaNet valued a formalized, professional culture and cultivated large customers, OmegaCom celebrated a creative, relationship-based workplace that had attracted mainly small business clients. As the CEO prepared for a meeting of top management from both firms, what should his strategic agenda include? In this case students consider the background, client base, and corporate cultures of the two companies to recommend a post-merger agenda for the CEO.

Case ID: 100410

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