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    Case Study of a Failed M&A— Introduction to Microsoft’s Acquisition of Nokia
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    • Jun 28, 2021
    • 4 min

    Case Study of a Failed M&A— Introduction to Microsoft’s Acquisition of Nokia

    On September 3, 2013, Microsoft announced that it would acquire Nokia’s mobile phone division for $7.2 billion. Through a series of missteps, many of them cultural mismanagement, Microsoft informed the public in May 2016, of its intention to write off most of the $7.2 billion it paid for Nokia and agreed to sell the mobile devices unit to HMD Global and Foxconn Technology for just $350 million. This series uses the Mergers and Acquisitions Synergies Framework to explore the c
    24,520 views1 comment
    S3E11: Debit Gelato, Credit Cash: England
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    • Jan 10, 2020
    • 1 min

    S3E11: Debit Gelato, Credit Cash: England

    God save the Queen! The last stop of the study abroad group’s hop across the pond was to London, England. Join us as we learn about business, food, and culture in England. #IFRS #Soccer #London #IASB #HydePark #Food #ICAEW #Futbol #StudyAbroad #tips #BankofEngland #Museums #Theater #PretaManger #MiniCooper #Accounting #Travel #England #Lazard
    1 view0 comments
    S3E3: BYU Accounting Study Abroad
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    • Nov 1, 2019
    • 1 min

    S3E3: BYU Accounting Study Abroad

    Each year, the Brigham Young University School of Accountancy takes a group of students on a Study Abroad in Europe. This next series includes interviews from those who attended the study abroad. #Accounting #BYU #Europe
    1 view0 comments
    Case Study of a Failed M&A—Concluding Thoughts on HP’s Acquisition of Autonomy
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    • Nov 15, 2018
    • 2 min

    Case Study of a Failed M&A—Concluding Thoughts on HP’s Acquisition of Autonomy

    The Mergers and Acquisition Synergies Framework we developed includes measures from research on national culture by Geert Hofstede, Erin Meyer, and Sidney Gray. We used their data to show how cultural factors in cross-border mergers and acquisition can lead to success or failure. Our research is limited to national culture factors, yet as seen in a few instances above, corporate culture can be different from national culture. These differences can cause culture clashes of the
    671 views0 comments
    Case Study of a Failed M&A—The Role of Accounting and Finance in HP’s Acquisition of Autonomy
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    • Nov 14, 2018
    • 8 min

    Case Study of a Failed M&A—The Role of Accounting and Finance in HP’s Acquisition of Autonomy

    Just 14 months after the acquisition, HP wrote down 80 percent of Autonomy’s purchase price. Four years later, HP sold Autonomy for a fraction of what it paid to acquire the company. The differences in the accounting standards used by each company allowed Autonomy to recognize revenue in a more aggressive way. Ultimately, HP accused Autonomy of fraud. Accounting Methodology Accounting Standards. Generally, large merging companies hire auditors to provide a due diligence repo
    1,340 views0 comments
    Case Study of a Failed M&A—Introduction to HP’s Acquisition of Autonomy
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    • Oct 29, 2018
    • 2 min

    Case Study of a Failed M&A—Introduction to HP’s Acquisition of Autonomy

    Shortly after Hewlett-Packard appointed Leo Apotheker to lead the company, the board approved the acquisition of the UK-based software company, Autonomy. Hewlett-Packard, well known for its computer hardware, thought the synergies it could have with Autonomy coupled with its brand recognition would give it a strong presence in the software market. This series explores management’s cultural misstep using the Mergers and Acquisitions Synergies Framework to examine how this acqu
    3,126 views0 comments
    Case Study of a Failed M&A—Concluding Thoughts on Microsoft’s Acquisition of Nokia
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    • Oct 25, 2018
    • 2 min

    Case Study of a Failed M&A—Concluding Thoughts on Microsoft’s Acquisition of Nokia

    . The research conducted in this paper is based upon the Mergers & Acquisitions Synergies Framework, developed by combining outside findings by Geert Hofstede, Erin Meyer, and Sidney Gray. It is limited to national culture factors, which play a different role in business than organizational culture. Further studies may need to be conducted to help distinguish differences between national and organizational cultures. In reality, Microsoft’s acquisition of Nokia was doomed to f
    711 views0 comments
    Case Study of a Failed M&A—The Role of Accounting and Finance in Microsoft’s Acquisition
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    • Oct 24, 2018
    • 5 min

    Case Study of a Failed M&A—The Role of Accounting and Finance in Microsoft’s Acquisition

    Nokia provided financial reports using IFRS while Microsoft reported using US GAAP. Differences in national culture combined with different reporting requirements creates accounting and finance cultural differences. These differences can lead to financial reporting misunderstandings and possible valuation problems. Though there is little public information surrounding the rationale behind Microsoft’s valuation of Nokia, a consensus is that Microsoft paid too much for a com
    704 views0 comments
    Case Study of a Successful M&A—Concluding Thoughts on Lenovo’s Acquisition of IBM PC
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    • May 2, 2018
    • 2 min

    Case Study of a Successful M&A—Concluding Thoughts on Lenovo’s Acquisition of IBM PC

    Lenovo has yet to resolve all its cultural issues. As one global director said, “Until now, I think… [cultural integration] has not been completed…there still remain many cultural problems…I think this part is the most difficult one for the whole acquisition.”1This is an important reminder that the cultural integration process is measured in years, not months. Regardless, Lenovo truly is an example of a successful cross-border M&A and is regarded as such in academic literatur
    274 views0 comments
    Case Study of a Successful M&A—The Role of Accounting and Finance in Lenovo’s Acquisition
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    • Apr 30, 2018
    • 5 min

    Case Study of a Successful M&A—The Role of Accounting and Finance in Lenovo’s Acquisition

    It is a significant challenge bringing together two companies that have different cultural values concerning accounting and finance. Lenovo and IBM adhered to different accounting standards and come from cultures that have divergent perspectives on secrecy, uniformity, optimism, and corruption. These often-overlooked differences caused challenges for the merged company. Accounting Methodology There has been little to no release of information regarding the details of cultur
    147 views0 comments
    Case Study of a Successful M&A—Introduction to Lenovo’s Acquisition of IBM PC
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    • Apr 13, 2018
    • 3 min

    Case Study of a Successful M&A—Introduction to Lenovo’s Acquisition of IBM PC

    The relatively unknown Chinese computer manufacturer, Lenovo, set its sights high: acquire the legendary IBM PC division. Though there were many who thought this merger would fail, it became one of the most successful Chinese acquisitions in history. This series uses the Mergers and Acquisitions Synergies Framework to explore the careful way Lenovo managed cultural integration with IBM to become a world leader in computer sales. Introduction Chinese merger and acquisition tra
    2,599 views0 comments
    M&A Synergies Framework—Concluding Comments and the Mapping Mergers & Acquisitions Polar G
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    • Mar 14, 2018
    • 2 min

    M&A Synergies Framework—Concluding Comments and the Mapping Mergers & Acquisitions Polar G

    Mergers and acquisitions are complicated by nature and, as shown, this is especially true with cross-border transactions where culture affects the areas of communication, behavior, management, environment, and accounting and finance. Cultural differences are not impossible to manage, rather, they require an awareness that they do exist and a willingness to set aside preconceived notions in order to find compromises and solutions as needed. Mapping Mergers & Acquisitions Polar
    10 views0 comments
    M&A Synergies Framework—Accounting and Finance
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    • Mar 12, 2018
    • 13 min

    M&A Synergies Framework—Accounting and Finance

    Many potential problems arise in the accounting, IT, and finance areas when bringing together companies with different information systems and reporting regimes. Some are mechanical, but others involve cultural aspects encompassing philosophies and traditions. The accounting and finance cultural differences can be larger than many other cultural differences. A company with reporting practices that are grounded in secrecy, aggressive accounting, or require judgement and estima
    12 views0 comments
    M&A Synergies Framework—Environment
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    • Mar 9, 2018
    • 6 min

    M&A Synergies Framework—Environment

    Merging with a company in a different country requires an understanding of the regulatory environment, logistics and infrastructure.  However, one often overlooked obstacle to overcome for a successful merger is gaining the public’s acceptance. Negative publicity or opposition to the merger diverts attention and effort from core business concerns. Public Acceptance Foreign Relations. In any cross-border merger, the relationship between the merging companies’ home countries ca
    21 views0 comments
    M&A Synergies Framework—Management
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    • Mar 7, 2018
    • 6 min

    M&A Synergies Framework—Management

    A merger leads to many difficult management decisions. Successfully leading an organization through a transition requires management to understand that cultural preferences dictate which leadership styles will be most effective. A merger has more chance for success when management will take time to understand the leadership styles that employees expect and best respond to. Leadership Leadership Turnover. “Executives from acquired firms are an intrinsic component of the acquir
    62 views0 comments
    M&A Synergies Framework—Introduction
    Greg Burton
    • Mar 1, 2018
    • 6 min

    M&A Synergies Framework—Introduction

    Companies pursue mergers and acquisitions (M&A) in hopes of realizing synergies from the successful combination of two or more business organizations. Synergies are the advantages resulting from M&A that make the combined organizations more effective than the sum of their separate parts. Typically, synergy refers to measurable financial results—for instance, higher profits or lower costs—in the combined whole company post M&A than the individual companies achieved independent
    735 views0 comments

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