Felicity Cribbs and Dillon Papenfuss
An introduction into Microsoft's acquisition of Nokia that soon became one of the worst acquisitions in the history of M&A.
Amanda Bonney and Dillon Papenfuss
HP and Autonomy give a great example to the importance of understanding synergies when making a cross-border deal.
Had Microsoft recognized the differences in the synergies between the company, the acquisition of Nokia would have resulted in a more profitable exchange for both parties.
Applying the Mergers and Acquisitions Synergies Framework to the HP-Autonomy shows the cultural missteps that resulted in a failed merger.
Differences in accounting practices, especially revenue recognition, created a disconnect between HP and Autonomy. This led to a massive write down on HP's books and eventually the sale of Autonomy.
The differences in financial reports and even the culture of Nokia's company may have contributed to the poor acquisition.
Friction and distrust resulted from differences in behavior between HP and Autonomy. One company focuses on tasks, while the other focuses on relationships.
Behavioral misunderstandings between cultures contributed to the corporate failure of Microsoft's decision to acquire Nokia.
Lack of communication by both HP and Autonomy lead to Autonomy functioning as an independent unit. Communication, as a result, never developed.
Microsoft discovered that not spending time to understand and adapt to differences in communication styles, mannerisms, and culture made bringing Nokia under its corporate umbrella difficult.
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