Julius Baer Group: Integrating three private banks from UBS
Although private bank Julius Baer Group was established over 100 years ago in Zurich, Switzerland, by 2005 the group was at a crossroads. For years, industry speculation was that Baer would be acquired by a larger rival. But they surprised everyone by announcing the purchase of three of UBS’s private banks, as well as its asset management group, GAM. The case describes the integration of the banks and the way that they overcame the challenges of a mid-sized private bank operating in a consolidating industry. With a new senior management team and the Baer family no longer a controlling owner, they saw this as an opportunity to build the world’s best private bank. But, mergers are easy to envision and hard to execute. The frustrating statistics on the success rate of mergers and acquisitions are well-known. So the bank knew that its approach to the integration would be critical to its future success. They had to work quickly to form a unified team out of four distinct private banking units, each with a specific geography, clientele and way of conducting business. Client retention through this massive undertaking would be key. But could Baer make it through the minefield of technical and cultural integration before them and emerge as a larger, stronger, global leader in private banking?
To examine the specifics and generalities of a complex, yet successful, organizational integration. Crucial operational and corporate culture issues are highlighted, as are merger process design and timeline management.
Julius Bär Group, Finance and Insurance, Financial Services
2005-2008
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primari...
By 2026, it's predicted that over 80% of organizations will have employed generative artificial intelligence (GenAI) in some capacity, up from less...
Choosing a CEO is a crucial decision for any company, but it becomes particularly complex in family businesses. This difficulty stems from the need...
Family businesses often have not only financial wealth but also nonfinancial values that make them different from nonfamily companies. For instance...
Leadership presence (LP) is widely acknowledged as a foundation of effective leadership. Historically, LP has been conceptualized as a collection o...
With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers...
No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge...
In a world where agility and global foresight are crucial for business survival and growth, the FUCHS case presents a compelling narrative of trans...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Harvard Business Review May-June 2024, vol. 102, issue 3
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications