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ArcelorMittal (B)

Jean-Louis Schaan ; Ramasastry Chandrasekhar

Reference: IVEY-9B10M002-E
Year: 2006
Number of pages: 5
Geographic Setting: Global
Publication Date: Apr 12, 2010
Source: Ivey Business School (Canada)
Type of Document: Case
Industry Setting: Manufacturing;

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Description

From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see ArcelorMittal (A), product #9B10M001 and ArcelorMittal (C), product #9B10M003.

Keywords

Global strategy Post-merger integration Strategy and Structure