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就在前几天,由于1999年第一季度的经营不尽如人意,Compaq公司的CEO宣布辞职。董事会主席Rason在接受路透社记者电话采访时说,Compaq公司由于内部管理结构没有理顺,对外部市场反应能力有所下降。但业界分析人士认为,去年Compaq和DEC兼并之后的融合过程并不像预想的那样顺利,这也是导致CEO辞职的一个重要原因。 在过去的20年中,高科技领域的合并与收购案中可圈可点之处甚多,但许多最大的、令世人晕眩的并购结果或者是完完全全的失败,或者是参与者并没有得到预期的丰厚回报。在不容许失败的、快速变幻的市场中,对并购与己异质的生产线、运营和文化可能带来的种种困难估计不足,再加上对未来缺乏长远的目光,这些都将当初不切实际的期望涤荡得一干二净。 在计算机行业企业兼并成功的案例中,IBM和Lotus公司1995年的合并,是一个非常值得回味的经典成功之作。
Just a few days ago, Compaq’s CEO announced his resignation due to unsatisfactory operations in the first quarter of 1999. Rason, the chairman of the board of directors, said in a phone interview with Reuters that Compaq’s internal management structure has not been smoothed and its ability to respond to external markets has declined. However, analysts in the industry believe that the integration process after Compaq and DEC merged last year was not as smooth as expected. This is also an important reason for the resignation of the CEO. In the past 20 years, there have been many remarkable mergers and acquisitions in the high-tech field, but many of the largest dizzying mergers and acquisitions have either failed completely or were participants and Did not get the expected generous returns. In the fast-changing market that cannot tolerate failure, it is impractical to underestimate the difficulties that may arise from mergers and acquisitions and heterogeneous production lines, operations, and cultures. Coupled with the lack of long-term vision for the future, these will be unrealistic at first. The expectations were washed clean. In the case of successful mergers and acquisitions in the computer industry, the merger of IBM and Lotus in 1995 was a classic success.