{ "key_pair_value_system": true, "answer_rating_count": "", "question_feedback_html": { "html_star": "", "html_star_feedback": "" }, "answer_average_rating_value": "", "answer_date_js": "2024-06-14T07:23:31-04:00", "answer_date": "2024-06-14 07:23:31", "is_docs_available": "", "is_excel_available": "", "is_pdf_available": "", "count_file_available": 0, "main_page": "student_question_view", "question_id": "3025511", "url": "\/study-help\/questions\/a-lot-of-mergers-lead-to-culture-clashes-and-ultimately-3025511", "question_creation_date_js": "2024-06-14T07:23:31-04:00", "question_creation_date": "Jun 14, 2024 07:23 AM", "meta_title": "[Solved] A lot of mergers lead to culture clashes | SolutionInn", "meta_description": "Answer of - A lot of mergers lead to culture clashes and, ultimately, failure. So, in 2005 when banking giant Bank of America (BOA | SolutionInn", "meta_keywords": "lot,mergers,lead,culture,clashes,ultimately,failure,2005,banking,giant,bank,america", "question_title_h1": "A lot of mergers lead to culture clashes and, ultimately, failure. So, in 2005 when banking giant Bank of America (BOA) announced its $35 billion", "question_title": "A lot of mergers lead to culture clashes and, ultimately, failure. So,", "question_title_for_js_snippet": "A lot of mergers lead to culture clashes and, ultimately, failure So, in 2005 when banking giant Bank of America (BOA) announced its $35 billion acquisition of credit card giant MBNA, many thought that in a few years, this merger would join the heap of those done in by cultural differences MBNAs culture was characterized by a free wheeling, entrepreneurial spirit that was also quite secretive MBNA employees also were accustomed to high life The corporate headquarters in Wilmington, Delaware, could be described as lavish, and employees throughout the company enjoyed high salaries and generous perksfrom the private golf course at its headquarters to its fleet of corporate jets and private yachts Bank of America, in contrast, grew by thrift It was a low cost, no nonsense operation Unlike MBNA, it believed that size and smarts were more important than speed It was an acquisition machine that some likened to Star Treks relentless Borg collective In short, the cultures of the two companies were very, very different Although these cultural differences seemed a recipe for disaster, it appears, judging from the reactions of BOA and MBNA employees, that the merger has worked How can this be BOA had the foresight to know which to attempt to change and which to keep in place Especially critical was BOAs appreciation and respect for MBNAs culture On Day 1, I was directed that this was not like the ones you are used to, said Clifford Skelton, who had helped manage BOAs acquisition of FleetBoston Financial before moving on to MBNA To try to manage the cultural transition, executives of both companies began by comparing thousands of practices covering everything from hiring to call center operations In many cases, BOA chose to keep MBNAs cultural practices in place In other cases, BOA did impose its will on MBNA For example, because MBNAs pay rates were well above market, many MBNA managers were forced to swallow a steep pay cut Some MBNA employees left, but most remained In other cases, the cultures co adapted For example, MBNAs dress code was much more formal than BOAs business casual approach In the end, a hybrid code was adopted, where business suits were expected in the credit card divisions corporate offices and in front of clients, but business casual was the norm otherwise While most believe the merger has been successful, there are tensions Some BOA managers see MBNA managers as arrogant and autocratic Some MBNA managers see their BOA counterparts as bureaucratic Of course, BOA made another, more recent, and much larger acquisition Merrill Lynch After a rough start, most evidence suggests this mega merger saved Merrill from bankruptcy and appears to be working well, which might suggest that BOA has found the secret to successful mega mergers Questions 1 In what ways were the cultures of Bank of America and MBNA incompatible 2 Why do you think their cultures appeared to mesh rather than clash 3 Do you think culture is important to the success of a merger acquisition Why or why not 4 How much of the smooth transition, if any, do you think comes from both companies glossing over real differences to make the merger work ", "question_description": "