Mercedes 1998 Annual Report Download - page 17

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In the Post-Merger Integration teams, experts from
Stuttgart and Auburn Hills are pushing hard to advance
the merger. Questions about product strategy, purcha-
sing and sales are on the list, along with the integration
of the company cultures. Stephanie Dickes from Stutt-
gart and William E. Burrell from Auburn Hills are wor-
king together on the topic of “Vision Roll-Out”: How is
the vision of DaimlerChrysler to be made transparent for
all employees?
Stephanie Dickes is a consultant in the Management
Consulting area of DaimlerChrysler AG and her work
entails implementing the corporation’s strategic goals.
She therefore sees as decisive for Vision Rollout the fact
that the process relates the goals and values of the new
corporation to the concrete strategic requirements of its
divisions: “Pure communication without regard to soft
facts and behavior would be too little here. Vision Roll-
out serves to promote integration within the company,”
she says. She is enthusiastic about the way the PMI
team goes about its work: “The collaboration with my
colleagues from Auburn Hills is excellent. Despite the
differences in the way we work, we have succeeded in
covering new ground and have achieved results together
that no longer beg the question whether the German
or the American approach is better, but which ask what
is the best solution to guarantee quick success. An
essential factor in this is ‘speed’, one of the new values
arising from the DaimlerChrysler Vision.”
And William E. Burrell, an organization development
consultant on the American side of the “Vision Roll-
Out”, is fascinated by the new task: “The integration of
the cultures is a success factor for the merger – we have
recognized that and are operating accordingly,” he says.
Along with the transatlantic videoconferences and more
frequent trips to Stuttgart Burrell reads and writes “mas-
ses of eMails”. For him, working in the PMI team is a
new challenge: “Never before have two such successful
companies been involved in a merger, and it is a transat-
lantic one, too, There are no role-models for this kind of
work – that is what makes it so interesting.“ He also sees
his job as a contribution to mutual familiarization. “The
point is not to make everything the same, but to come to
a common understanding on the part of everyone on the
staff about the future of DaimlerChrysler. If we preserve
our strengths, but at the same time are open to new
approaches and ideas - then the success of Daimler-
Chrysler will be guaranteed.”
13
PEOPLE OF DAIMLERCHRYSLER