Deloitte's Merger with Andersen in Belgium: A Better Organization for the Ones to Follow (B)

Abstract

This is the second of a two-case series (310-025-1 to 310-026-1). The Deloitte-Andersen cases describe a successful merger between two big professional service firms, Deloitte and Andersen in Belgium. The cases lead the student through the dynamics of a merger of equals and serve to highlight the different strategic decisions involved before, during and after such a deal. The (A) case covers the pre-deal phase and the first year of the integration. After the Enron scandal, Andersen Belgium has to ally with one of the competitors to survive. In Belgium, Andersen has chosen to merge with Deloitte. The case illustrates how and why Andersen and Deloitte have chosen a merger of equals. Furthermore, the (A) case describes the first integration steps the different business units have taken in the year following the merger. The (A) case ends with some challenges the top management team has to tackle. Deloitte has addressed these challenges fast and well. The (B) case describes how managers in the business units and at the corporate center have dealt with the integration challenges over the period 2003-08. Overall, the merger has been a huge success and Deloitte is now an indisputable market leader in Belgium in audit, tax, consulting, accountancy, and corporate finance. The (B) case delves into the post-deal phase and outlines the chosen integration approach. The case is interesting because it addresses how the managers of the new company have tried to achieve organisational and cultural fit in a merger of equals.