48Wal-Mart'S Localization Failure in Germany 49Pearl of the Baitic 50When Chrysler Comes across Daimler 5 1Unsuccessful Merger between Emerson and Avansys . This paper discusses about the reasons of merger failure between two big auto manufacturing organizations Daimler Benz AG and Chrysler Corporation. The phrase smooth integration, was a key challenge to Daimler-Chrysler as well as the route to success. Mergers and acquisitions often fail because the businesses involved do not think things through enough to produce a viable result. Keller noted on this merger, ".. . An important target in such training is to make one side like the other. The presented paper deals with the failed merger of the German company Daimler-Benz with the U.S. American company Chrysler Corporation due to differences in the organizational cultures involved or due to a so-called 'clash of culture'. 2014, 211) materialize to be a stereotypical fault of M&A which doesnt provide any space to build and create trust and new organizational culture. This dimension poses a score difference of 28,28 and 26 respectively revealing the huge discontinuity between the merging firms. This cookie is set by GDPR Cookie Consent plugin. Senior Germans command in a low voice. The Chrysler was a 6-cylinder automobile, designed to provide customers with an advanced, well-engineered car, but at a more affordable price than they might expect. There are many reasons why a business would acquire or merge with another business. Soon after the merger in 1998, the topmost Daimler-Benz and Chrysler executives gathered for this picture on the 15th Floor of Chrysler's headquarters in Auburn Hills, Mich. As far as their scores of Hofstedes Individualism dimension are concerned, it might be no wonder that Germans might prefer to retain conservative management practices and plan whereas individualistic Americans might appear to be more creative and innovative thinking. It does not store any personal data. Chrysler was perennially third in the Detroit Big Three and despite heroic efforts by Lee Iacocca to revitalize the company it struggled to maintain its productivity and world ranking. If you need assistance with writing your essay, our professional essay writing service is here to help! This reading looks to explore reasons why two major car makers wound up not having a successful merger. It is true that the Germans learnt to be less formal and to cut down on paper work; the Americans, for their part, learnt more discipline in their meetings and decision-making. Departmental rivalry is much more acute than in the US. What are the reasons for merger and acquisition? Neither side had been given time or training to study the others mindset. Cars of the Daimler-Benz brand represent cars of the luxury sector. Germans and Americans also had different working styles. DaimlerChrysler announced Monday that it would sell a controlling interest in Chrysler to Cerberus, a private equity firm, for 5.5 billion, or $7.4 billion, mostly in the form of capital that . The Daimler leadership could have made an effort to dispel the impression that American dynamism faltered under steady German pressure. Fralicx and Bolster (1997, p. 50) pointed out that "culture can be a make or break factor in the merger equation". The Issue Resolution Teams of the resulting merger firm composed of staffs from both the enterprises and a PMI crew of 10 individuals in requisition to brace the IRTs with their substantial workload but couldnt help much. The lets get-on-with-it approach of the Americans often increases German caution. But opting out of some of these cookies may affect your browsing experience. Andreas Renschler contacted Richard Lewis Communications and arranged an initial meeting in Stuttgart to discuss training programmes for executives who would be involved in the early stages of cross-border activity. Differences would always be there between two companies but the merging companies should have an integration plan right from . 1 Why did Daimler and Chrysler merger fail? Daimler chrysler merger Samir Saffari Failed mergers DaimlerChrysler Amrit Tandon Daimler-Chrysler Yoichi Miyata Daimler-Benz and Chrysler jhawarya3 Daimler Chrysler , M&A study - SPJCM Apurva Chiranewala Daimler-Chrysler case study Daniyar Meiremgaliyev Daimler chrysler - a cultural mismatch Manju Thomas Advertisement More Related Content London: Pitman Publishing. Germans by contrast like to do the job on their own. View 59790315-Daimler-Chrysler-Merger-Failure.docx from PGDM 101 at NMIMS University. Shortly, control of the combined company fell to Daimler Chairman Schrempp. Insufficient Owner Involvement. Slogans and catch phrases are readily absorbed by Americans. I cant fly this by the seat of my pants.) Daimler-Benz more prestigious and dynamic was essentially a specialist producer of premium saloons and had made few efforts to widen its product range and customer base. Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. (No monitoring, please, until the end of the day). German meetings were boring, American meetings were exciting; the German drive towards conformity clashed with American invention, innovation and opportunism. In 2000, I co-founded Avinci AG, which specialized exclusively in e-business consulting. The Germans, with their emphasis on quality found Chrysler quality control way out of line. Chrysler swung from a profit of $2.5 billion in the first half of the merger year to a loss of $2 billion in the second. Analytical cookies are used to understand how visitors interact with the website. DaimlerChrysler Corporation founded: 1925 Contact Information: headquarters: 1000 chrysler dr. auburn hills, mi 48326-2766 phone: (248)576-5741 fax: (248)576-4742 toll free: (800)chrysler url: http://www.chryslercorp.com OVERVIEW The partners got united in the wedlock with the vision of becoming a world enterprise by the year 2001. Americans tend to evince optimism and put forward best scenarios. The cookie is used to store the user consent for the cookies in the category "Other. The integration of the two organizational cultures, of the German car manufacturer Daimler-Benz and the American carmaker the Chrysler Corporation failed due to a culture clash. 433-456. Mergers & Acquisitions Irfan Habsjah, MBA,CMA - CLASS 1 Topic: CASE ANALYSIS: THE FAILURE OF DAIMLER-CHRYSLER Germans adhered to old traditions and well-tried procedures; Americans preferred a DIY ambience. Following these three recommendations, the entire DaimlerChrysler case would have obtained strength both intrinsically as well as superficially. Daimler was a German company that could be described as "conservative, efficient and safe", while Chrysler was known as "daring, diverse and creating" (Appelbaum, Roberts and Shapiro, 2009:44). v. t. e. The automotive industry in the United States began in the 1890s and, as a result of the size of the domestic market and the use of mass production, rapidly evolved into the largest in the world. Daimler-Chrysler Merger. The failed merger between Daimler-Benz and Chrysler suggests that the integration of large corporations requires in-depth assessment of external risks and possible conflicts within an organization. American managers speak out loud. On May 7, 1998, the German automobile company Daimler-Benz-maker of the world-famous luxury car brand Mercedes-Benz-announces a $36 billion merger with the United States-based Chrysler. American managers chase their staff around the building exchanging views (Say, Jack Ive just had a great idea). Morosini, P. and Rdler, G (2003). He had worked several years in the United States and was sufficiently well-versed in both cultures to foresee and hopefully circumvent cultural difficulties which would undoubtedly present themselves. We never heard from DaimlerChrysler again. 2014, 215) how to map, bridge and integrate differences to lay the foundation common approaches, resulting in high productivity of the employees. This cookie is set by GDPR Cookie Consent plugin. Strictly speaking, the merger for both companies was disastrous due to the stark culture gap, but equally so, this challenge was not managed effectively by the relevant departments. The next phase is Whats new? Time is money so get on with it. They had formed various executive teams who would tackle various projects in the merger. Despite best-laid plans and executive oversight, human factors present the greatest risk and sales-force integration is the toughest merger issue to overcome. Amazines. Resource Limitations. Morosini, P. and Rdler, G (2003). In May 1998, when the impending merger of Daimler-Benz and Chrysler was announced, it heralded the biggest cross-border industrial merger ever. After studying business, I built the very first e-business consulting team for IBM Global Services in the mid-90s and we helped clients like Lego and Daimler Chrysler take their first serious steps into the Internet. foremost, the personal and cultural integration was missing and this ( I believe) leads to a 70% regarding cross-cultural Mergers & Acquisitions. When it comes to the culture of these two companies [Chrysler and Daimler-Benz], they are oil and water" (Feast, 2003). Germans disliked huge pay disparities and were unlikely to accept any steep revision of top management salaries. (2014) Managing Across Cultures. Their speech is loaded with clichs (Lets get this show on the road. How Daimler, Chrysler Merger Failed. Purpose It is improbable to develop an exhaustive list of cultural characteristics that would be of For more information on the book or our cross-cultural services, please contact us. "Eaton panicked," Lee Iacocca, said. It was then the turn of the German end of the DaimlerChrysler group to undergo painful restructuring similar to that which had taken place in the previous 4-5 years in Detroit. Other teams, with more American members, were being formed in Detroit. Senior managers are usually intellectuals. For example, during the merger of Daimler AG with Chrysler Motors LLC to create DaimlerChrysler AG, the differing strong cultures of each company acted as a bar- rier to effective integration. The Meeting of Minds. By 2004, Schrempp's DaimlerChrysler was a far cry from what the 1998 merger promised to deliver. The purchase of Chrysler by Benz marked the biggest acquisition by a foreign buyer of any U.S. Company in history. It seems to be the consensus that trust is the key driver of effectiveness for cross-cultural teams (Schneider et al. A merger is all about coming together of best talents of the two organizations under a common leadership which aims to have a common vision, shared culture, and best practices. Jul 2014. Our model envisaged a 6-month training period where teams would be exposed to full-day seminars, workshops, special briefings and a home study programme. Overly idealistic valuations and lofty projections are frequent culprits in a deal's demise. 51(3), pp. We had worked with Mercedes executives and teams in the years between 1975 and 1995. If these structures have brought the company so far, why change things? Daimler and Chrysler, both owed non-identical payment anatomy and the wages of both the firms varied extensively. of the German car manufacturer Daimler-Benz and the American carmaker the Chrysler Corporation failed due to a culture clash. Analysis. Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of UKEssays.com. Developed by Camille Goure Abstract In the late 90s, German Daimler-Benz AG and American Chrysler Corporation announced their intention to combine their strengths within a so-called `merger of equals [1] . Trivial business affairs like enormous money consumed on PMI seminars of cultural sensitivity dint assist in altering management viewpoint, flaws in business implementation remained unbroken which gave birth to the evolution of a negative association between both the organization. There are worse cross-cultural mismatches, but there are also better ones. It was nothing of the sort. Disclaimer: This is an example of a student written essay.Click here for sample essays written by our professional writers. Listening habits, too, are part of the communication process. The meticulous Germans found the attitudes of the Americans. Schneider et al. Cultural Aspects of the Corporate Structure. A Spectacular Failure. Love podcasts or audiobooks? The impartiality in DaimlerChrysler could have been the foundation for communication where ideas could divide,could have been located and building on contemporary, familiar values could most probably result in increased performance of the staffs. Daimler was driven to despair, and to a loss, by its merger with Chrysler. The two organizational cultures were too . The cookie is used to store the user consent for the cookies in the category "Analytics". Registered office: Creative Tower, Fujairah, PO Box 4422, UAE. merging corporate culture is the biggest uncertainty. Daimler-Chrysler merger, a cultural mismatch - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. The year 1998 was exceptional in the Mergers & Acquisitions framework around the world as it saw mega-deal Daimler and Chrysler. Horizontal communication across departments at different levels is practically taboo. ( 500 words maximum). Germans at this stage may seem stiff and distant to Americans. ( 1000 words maximum). On May. These cookies ensure basic functionalities and security features of the website, anonymously. Do you have a 2:1 degree or higher? Certain elements of the Daimler-Benz management were awake to the problems likely to arise when German and American executives and work forces were to be united at various levels of activity and responsibility: German and American mindsets and world views differ sharply. DaimlerChrysler: The post-merger integration phase. Please include what you were doing when this page came up and the Cloudflare Ray ID found at the bottom of this page. A smooth integration of the two famous corporations would enable the group to meet the demands of nearly all segments of the car market, and sales could be expected to increase exponentially. The process began when Jurgen Schrempp3 and Robert Eaton4 met to discuss the possible . Animals and Pets Anime Art Cars and Motor Vehicles Crafts and DIY Culture, . Here are six common reasons that M&A deals fail: Inaccurate Data and Valuation Mistakes. Nobody was quite sure how the combined companies should be run. Daimler Chrysler, Daimler Benz, GM's Opel, it's just a way to minimize costs and uniformize production. A merger is a merger. The case study originally appeared in the book Fish Can See Water by Richard D. Lewis and Kai Hammerich. The data about the merger with reference to this analysis were taken from Morosini and Rdler . The potential expected synergies from the deal went unrealized. 2009. Chrysler focus was on Cars, Minivans, Sport-utility vehicles and Trucks. On 7 May 1998, Daimler-Benz Aktiengesellschaft in Germany and Chrysler Corporation in the United States of America signed a merger contract.. Why did Mercedes and Chrysler merger fail? This transcends simple knowledge of the other culture. If clients are pleased with the quality of the merged firms services, then the merger can be considered successful. This ambitious merger agreement saw the light of the day as early as May 7 and was consummated by November 1998 the same year. According to ibid, 142 Americans are not inquisitive of forming an extended alliance while doing business. Chryslers leadership should not have been so detached and aloof, as this created a sense of doubt and uncertainty in their employee base. The merger of Daimler-Benz (the manufacturer of Mercedes-Benz) (Germany) and the Chrysler Corporation (USA), is classed as a cross-culture merger. In addition, even so, DaimlerChrysler attempted to make the merger perform by emphasizing on the governing assembly and team building properties, the regulatory executives should have permitted themselves enough time to also keep its focus on the car manufacturing and on sustaining and upgrading its standard within production. Here are six common reasons that M&A deals fail: How do you know if a merger is successful? Nevertheless these mergers have failed to achieve the expected results. However, the divergence of the Individualism, Indulgence and Pragmatism dimension draw a significant distinction. Bob Eaton ( CEO of Chrysler) earnings was in millions which were comparatively low-key according to the American caliber, apparently set out to be multiple times greater than Daimlers CEO salary. Ironically Zetsche himself was moved back to Germany to assume control of the whole group. If you continue to use this site we will assume that you are happy with it. After consistently communicating this as a "merger of equals" for two years, then CEO Jurgen Schrempp was quoted in a Financial Times article saying that this was a mere "PR device" and that Daimler had always intended the deal as an outright acquisition. The advanced engineering . Germans fail to appreciate jokes, wisecracks or sarcasm during a business discussion. A lot of consolidations have occurred. . Germans in fact distrust charisma and instant smiles. y Culture Clash Culture clash is the Surnames are used for years and full titles are expected. Yes, but what happens if ? Some Facts: HP was founded by Stanford engineers Bill Hewlett and David Packard HP was started in California in 1938 as an electronic instruments company. Moreover, the board of directors and top executives could have implanted country-specific training in Human Recourses Management (HRM) operations. Scholars suggest incompatible culture as one of the main reasons for M&A failure. 2) As a team, we studied the respective market positions and missions of Daimler and Chrysler prior to the merger and we also studied, in detail, the leadership and culture of the . You also have the option to opt-out of these cookies. Training would address these issues systematically according to the model we would put forward. He opined that the Americans he was working with showed a complete lack of understanding of German values, methods and working culture. The cultural clashes we had forecast in 1998 took place in the first few months of joint operations. Isn't Stellantis itself a merger of all the failed car companies of the 20th century? From simple essay plans, through to full dissertations, you can guarantee we have a service perfectly matched to your needs. The company's financial record was lackluster, bogged down by Chrysler's $637 million loss in 2003. What should be done in terms of training to facilitate the merger? However, trust is developed by creation and identification with shared values (Gill 2012, 447) which was not the case in the DaimlerChrysler merger. Why did Daimler and Chrysler merger fail? Neglect led to its reputation for quality being dented by unfavourable consumer reports and the companys move down-market into Smart cars piled up huge losses. Another reason for mergers and acquisitions is capacity building and sharing, especially in the aspects of manufacturing capabilities and technological competencies. This is a lethal misconception as having a common culture is also very essential. In German eyes, Chrysler was a company with problems in every department, not least productivity. cause merger problems; less well known is the idea that conflict can arise even in the most anodyne situations. The guiding principle behind this name change was the need to make a clear distinction between the company brand Daimler and the Group's various product brands. We also use third-party cookies that help us analyze and understand how you use this website. Even worse there was no plan in place to improve it. Charismatic Americans find Germans lacking in charisma and perhaps dull. Learn on the go with our new app. The merger was marketed to investors as an "equal pairing," it soon emerged that . We bridge the gap between your textbook and real life. However, you may visit "Cookie Settings" to provide a controlled consent. 217.182.169.93 . Each department reports vertically to its department head. The most common factor is the potential growth of the business. The rationale was obvious. Germans are not fond of small talk and often find Americans chatty. The amalgamation of the two companies produced an industrial giant with global sales of more than $150 billion, making it fifth among the worlds car manufacturers. We've received widespread press coverage since 2003, Your UKEssays purchase is secure and we're rated 4.4/5 on reviews.co.uk. Read the introductory part, body and conclusion of the paper below. No two mergers are alike and so implementation strategies vary accordingly, but in theory should reflect the rationale behind the merger (Mitleton-Kelly, 2004) It could be argued that mergers and acquisitions have become a key method of firm growth and expansion as it is cheaper and quicker than organic growth. Your IP: One of the main areas of discussions would be the organizational cultural issues between the two companies as they are from two different countries United States of America and Germany. Our academic experts are ready and waiting to assist with any writing project you may have. We're here to answer any questions you have about our services. Cloudflare Ray ID: 77804b7519c399b7 The rational for a merger, the failure. The theory of Hofstedes Individualism connects here to spotlight the inclination of individuals to look after their own self. effort in the merger of Daimler-Benz and Chrysler failed in its integration process due to several factors. This rush to structure (Schneider et al. Study for free with our range of university lectures! The succeeding MBI approach (Schneider et al. Book Taken for a Ride: How Daimler-Benz Drove Off with Chrysler, Book International Human Resource Management: Managing People in a multinational context, Authors Peter J. Dowling, Marion Festing, Allen Engle. The two automotive companies were never fully integrated. According to most studies, between 70 and 90 percent of acquisitions fail. Renschler and his committee were sufficiently pleased with the programme. Americans are also factual, but use speech emphatically to give opinions and are more persuasive than Germans. The German solution was to import a crack German executive Dieter Zetsche to apply German principles to the problem. Many a cross cultural merger has failed because proper attention was not given to the difference in cultures between the two companies. Daimler-Chrysler (DCX) Merger: A Cultural Mismatch | by THINQ ON PURPOSE | Medium Write Sign up Sign In 500 Apologies, but something went wrong on our end. There are certain expectations to which a merger as well as a marriage is predicated upon . Views. Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. Because of the worldwide industry development, cultural differences and internal problems on the American side the merger turned out not to be as successful as expected. This didnt allow anyone to raise any objections or time for consultancy since both CEOs publicly announced the deal day after . American speech is quick, mobile, opportunistic. DaimlerChrysler remained the world's number three car maker, leaving the 2000 goal-to become the number one auto company in the world-unfulfilled. After the death of the ill-fated Prowler, Chrysler had a void for a niche sports car that needed to be filled for the new millennium. Identifying what your company will have to put in to the deal, not just what it will pay to close the deal, can be the difference between success and failure. Keywords In May, 1998, Daimler-Benz1 and Chrysler Corporation, two of the world's leading car manufacturers, agreed to combine their businesses in what they claimed to be a 'merger of equals'. You can use any concept or theoretical perspective covered in the module your analytical lens. Within one year Eaton was fired and his American successor lasted less than 12 months. Then when Zetsche concentrated all out on rescuing his ailing colleague, Mercedes itself slipped badly. In 1998, German automaker Daimler-Benz purchased Chrysler for $36 billion in what was then regarded as one of the largest industrial mergers ever. Brainstorming is popular with Americans but less so with Germans, who would be reluctant to speak out in front of a superior. The German listener does not yet wish to know about the present; the past must come first. We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. We were joined during the day with a German HR team, assembled specially to facilitate the merger. Germans are class conscious. 9. Thanks to a generous helping from the Mercedes-Benz parts bin, the Chrysler Crossfire was then conceived. This paper discusses about the reasons of merger failure between two big auto manufacturing organizations Daimler Benz AG and Chrysler Corporation. JOHNNY EGGITT / AFP / Getty. Gill, C. (2012) The role of leadership in successful international mergers and acquisitions: why Renault-Nissan succeeded and DaimlerChrysler-Mitsubishi failed, Human Resource Management, Vol. They seek simplification of issues to clarify their route to action. Reasons vary from case to case such as losing the focus on the desired objectives, or failing to devise a plan that includes suitable involvements and control,. It is wholly noticeable that many cross-cultural issues of contradictory management thinking resulted in non-performance of DaimlerChrysler merger. An initial mistake of the Germans had been that, in order not to be seen as heavy-handed, they had stayed away from Detroit. . The integration of the two organizational cultures, of the German car manufacturer Daimler-Benz and the American carmaker the Chrysler Corporation failed due to a . IMD International Insititute for Management Development, Lausanne, Switzerland. When we returned the following month, Renschler had assembled a somewhat larger HR team (6 or 7 people) including one professor from DaimlerChrysler University. At this function I met a German DaimlerChrysler board member who had been one of the first Germans to be sent to the United States where he had worked from 1998 2003. Its headquarters was located in Detroit, MI, USA. Managers maintained the merger fiction for some time; this was relatively harmless in itself except that American staff continued to believe that there would be joint control. The merger can be simply equated to a marriage and what each brings to it. IMD International Insititute for Management Development, Lausanne, Switzerland. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. Daimler sold Chrysler in 2007 to Cerberus, a private equity firm in the U.S., for just $7.4 billion. German and American commonalities such as work ethic, bluntness, lack of tact, a linear approach to tasks and time, punctuality, following agendas, results-orientation and emphasis on competitive prices and reliable delivery dates created a potential modus operandi, but two different mindsets led to irritation and misunderstanding on both sides. Hence, integration strategy failed imperfectly and cultural disputes made the business proposal objectionable which resulted in the fallout of DaimlerChrysler. Post Tags: Tags: case study, Chrysler, Daimler, merge, organisational culture, Part of the Richard Lewis Communications Group, 2022 | WordPress Web Development by CuCo. 2. Unexpected Economic Factors. They often are not part of a companys core competence. Hence, integration strategy failed imperfectly and cultural disputes made the business proposal objectionable which resulted in the fallout of DaimlerChrysler. The two organizational cultures were too different to be integrated successfully. Trompenaars, F., Hampden-Turner, C. (2012) Riding the Waves of Culture: Understanding Diversity in Global Business. When meeting strangers, they usually enter a room with a serious look on their face, contrasting with the broad Hollywood smiles of the Americans. Cultural disagreement escalate troubles in cross-cultural Mergers and Acquisitions ( Gill 2012, 434) and thus, Failure to successfully integrate the two cultures gave rise to a crisis that ended the existence of DaimlerChrysler (Darling, Seristo, Gabrielsson, 2005, p. 345). The nine-year, $36 billion "merger" of Chrysler and Daimler-Benz was dissolved Tuesday for a. We use cookies to ensure that we give you the best experience on our website. What are the reasons why many mergers and acquisition fail? ? is a typically German attitude. Our basic reply was that many mergers fail because both sides are not sufficiently versed in the historical values, core beliefs, communication patterns, behavioural habits and world view of the other. Apart from, an up to date, the consolidated organizational structure was to be procured. Five years later, after addressing the annual conference of the G100 group in New York, I attended a cocktail party hosted by Jack Welch and Raymond Gilmartin. DOI: 10.1002/hrm.21475 [Accessed 28.12.2018]. All work is written to order. In this area German managers tend to be extremely touchy. On May. Click to reveal However a second important factor emerged from the troublesome acquisition of the American company. Are they making statements, suggestions, or are they trying to make their own mind up? The nine-year, $36 billion merger of Chrysler and Daimler-Benz was dissolved Tuesday for a mere $7.4 billion. They are paid to do the job efficiently. It was agreed that we would refine our training model to fit the proposed merger of the two companies and would return to Stuttgart one month later with a detailed programme. A deliberate integration phase might have been accommodating by taking time to analyze the culture, communication pattern, workstyle, supervision etc. The new leadership team must move forward together, fully aligned, and owning the strategic blueprint. Cultural differences led to divisions of opinion and methods at all levels. Provided that these precautions are not taken, even very efficient companies can become stagnant. For this reason it took them 2 years to get to grips with the American companys fragility. Published in Revista de Administrao da UFSM ISSN 1983-4659 (Online) Publisher What percentage of acquisitions are successful? Chrysler before merger: Chrysler is a US based automaker founded by Walter Chrysler in the year 1925. Despite its success in Germany and Europe, the company never succeeded in getting ahead of the competition on the big and important U.S. American market. German formality is evident in their style of communication. , 1217. This pact specifically was a whirlwind merger between two firms from very strong backgrounds yet very different organizational cultures that were expected to become integrated to facilitate achievement of the goals & objectives of the merged cross-cultural global enterprise. Germans have a tendency to complicate discussion (life is not simple, you know). Daimler had a strong engineering culture that was more hierarchical and emphasized routinely working long hours. 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