I.Overview ?Pierre Lortie = newly appointed President & Chief operational Officer of Bombardier Transportation (BT), headquartered in St. Bruno, Quebec ?BT = one of 3 major direct groups of Bombardier Inc. (BBD), headquartered in Montreal, Canada. ?BBD = one of the worlds largest manufacturers of passenger rail cars ?BBD recently completed acquisition of Adtranz from DaimlerChrysler, headquartered in Berlin, Germany ? accomplishment would expand BTs revenues & geographic scope; increase BTs competencies in propulsion systems & train controls; complete its product portfolio ? in front deal is solidified BT requires regulatory approval of the European armorial bearing (EC) lengthy process ?Lortie began a thorough review of work well-behaved & the planning efforts of the 2 companies undertaken to ensure efficient integration (including one-to-one meetings w/his senior management team) ?BT was organized into 5 geographically-based operating units- North America, Atlantic Europe, Continental Europe, Mexico, & China and one useful unit, Total Transit Systems (focused on turnkey projects) ?Adtranz was organized nearly product segments and functions ?Structure & allocation of responsibilities between the 2 companies. The organisational structures were incompatible.
?BTs management team in Europe was not involved in the discussions & reviews w/Adtranz ?Lortie had his 1st meeting w/Rick Dobbelarere (VP of operations, BT-Atlantic Europe), and was presented w/questions regarding how BT & the senior management team would exercise set priorities while defermenting for EC approval: *Do we wait approval before taking steps toward the potential integration of Adtranz? *Should we focus planning on improving product character reference/reliability of Adtranz equipment w/existing customers? *Should we start to institute force-out changes w/in BT in anticipation of the merger, if so, @ what pace? *Do we focus on revenue growth or cost-cutting? II.Bombardier Company... If you motive to get a full essay, order it on our website:
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