Two large multinational corporations were considering a merger. They did some advance discussions and outlined a deal in broad strokes. The strategy looked like a sure fire winner and officials of both companies were optimistic that a mutually beneficial agreement could be reached.
However, when negotiators from both companies sat down to hammer out the details, they ran into a raft of thorny problems. The two companies had different cultures. Each had thousands of employees worldwide and many jobs had to be eliminated. Who will stay and who will go? Who will be the CEO of the new combined company? What should they name the new powerhouse company? Each CEO wanted to be the big dog in the new entity. This touched off a power struggle. They couldn’t solve these vexing issues and finally gave up. They learned that the devil is in the details.
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