Learning Objective
- Culture change
- Post-merger integration
- Leadership
Case study
Reference: IMD-7-1599
Order this case studyRoyal Frieslandcampina: Moo-ger of equals (A)
In December 2007, two diary cooperatives – Campina and Royal Friesland Foods - based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies – Campina BV and Royal Friesland Foods BV - had very different cultures. Cees ‘t Hart was appointed the CEO of the newly merged company and given ambitious cost cutting and growth targets. He faced a difficult economic climate and a changing landscape for the European-based dairy industry. ‘t Hart realized that to reach his targets, the merged company had to build a common culture. Yet he knew that the cultures of the founding companies were much different. How could he create a culture based on the best the two companies brought to the table?
Royal Frieslandcampina: Moo-ger of equals (A)
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| Keywords | Culture Change, Governance, Post-merger Integration, Strategy, Team Leadership |
|---|---|
| Settings | Africa, Asia, Europe FrieslandCampina 2007-2013 |
| Type | Field Research |
| Copyright | ©2015 |
| Language | English |
Order this case study
Reference: IMD-7-1599
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Case study
Reference: IMD-7-1599
Order this case studyRoyal Frieslandcampina: Moo-ger of equals (A)