Online from: 2008
Subject Area: Strategy
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|Title:||Creating a world class business through a merger of two equals: An interview with Paul Walsh, Chief Executive Officer of Diageo plc|
|Author(s):||Nicholas O'Regan, (Bristol Business School, University of the West of England, Bristol, UK), Abby Ghobadian, (Henley Business School, Henley-On-Thames, UK)|
|Citation:||Nicholas O'Regan, Abby Ghobadian, (2010) "Creating a world class business through a merger of two equals: An interview with Paul Walsh, Chief Executive Officer of Diageo plc", Journal of Strategy and Management, Vol. 3 Iss: 3, pp.285 - 298|
|Keywords:||Acquisitions and mergers, Corporate social responsibility, Strategic alliances, Strategic management|
|DOI:||10.1108/17554251011064864 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to explore, from a practical point-of-view, a number of key strategic issues that critically influence organisations' competitiveness.
Design/methodology/approach – The paper is based on a semi-structured interview with Mr Paul Walsh, CEO of Diageo. Diageo is a highly successful company and Mr Walsh has played a central role in making Diageo the number one branded drink company in the world.
Findings – The paper discusses the key attributes of successful merger, lessons from a complex cross boarder acquisition, rationale for strategic alliance with competitors, distinctive resources, and the role of corporate social responsibility.
Research limitations/implications – It is not too often that management scholars have the opportunity to discuss with the CEOs of large multinationals the rational of key strategic decisions. In this paper these issues are explored from the perspective of a CEO of a large and successful company. The lessons, while not generalisable, offer unique insights to students of management and management researchers.
Originality/value – The paper offers a bridge between theory and practice. It demonstrates that from Diageo's perspective the distinctive capabilities are intangible. It also offers insight into how to successfully execute strategic decision. In terms of originality it offers a view from the top, which is often missing from strategy research.
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