Over the past three decades, a large health care company had made 60 worldwide acquisitions. Until recently, the company’s strategy was to allow each unit to run independently. However, the company’s newly appointed CEO contended that for the organization to be a formidable competitor in the global marketplace, it needed to strategically change its operating model. The CEO’s solution was to move from more of a “holding company” business to an efficient, aggressive “worldwide operating company” model, which would require the unification of many individual business units — each with its own people, company cultures and diverse policies.
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