While awaiting the acquisition of Scientific Atlanta in 2005, Cisco's chief strategy officer and senior VP of consumer business needed to adapt Cisco's well-known B2B postmerger integration process to accommodate its budding consumer platform. The Scientific Atlanta deal marked a shift for Cisco. To deal with the distance and size of the acquisition, Cisco couldn't rely on its well-established methodology to manage the integration process but must shift its growth strategy and enter territories where it had little to no experience. Should its postmerger integration plan be revised as well?
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