Question 1

The path toward a successful implementation of an acquisition in a technological setting should include what steps?

Accepted Answer

. defined goal which specifies desired business results
. potential alternatives for achieving the goal identified
. once method is selected enabling technologies should be evaluated
. after identifying the appropriate technologies a plan is developed to integrate the technologies into one system
. specifications tied to desired business results are tested by users
. employee participation is part of every phase of implementation process
. the ability of employees to adopt to the new technology should be accessed
. training programs are developed to address any areas of weakness
. communication programs regarding the changes needed are fully developed and used
. behaviors supportive of the new process are rewarded and negative behaviors result in negative consequences
. every component of the organization is analyzed and restructured if necessary to support the new technologies

Question 2

Cisco's system of acquisitions for technology or technology focused firms includes what?

Accepted Answer

. Strong due diligence.
. One third of top management fills the slots in the new firm.
. Buddy system that matches employees of acquired firm with Cisco employees.
. Customization of each integration effort.
. Conversion of existing system in acquired firm to Cisco's.
.Ninety days to full integration.

Question 3

The presence of rewards:

Accepted Answer

A)  Indicates where the support of management during the integration process 
B)  Is an expense that is necessary to control at all times 
C)  Should be lower after the integration 
D)  Is not a major concern for merging firms 
E)  Should always focus on quality input/output ratio 
A)  Indicates where the support of management during the integration process 
B)  Is an expense that is necessary to control at all times 
C)  Should be lower after the integration 
D)  Is not a major concern for merging firms 
E)  Should always focus on quality input/output ratio A

Question 4

Some examples of operation issues that can emerge during the implementation of newly acquired technology include all of the following except:

Accepted Answer

A)  Lack of understanding of each other's product/processes 
B)  Underestimating the transaction costs 
C)  Too much documentation 
D)  Incompatible technology 
E)  More engineering/debugging work needed than anticipated 
A)  Lack of understanding of each other's product/processes 
B)  Underestimating the transaction costs 
C)  Too much documentation 
D)  Incompatible technology 
E)  More engineering/debugging work needed than anticipated

Question 5

After a technology based merger or acquisition, trust is built through:

Accepted Answer

A)  Putting into place the systems of the acquiring firm as quickly as possible 
B)  Consistency and open communications 
C)  Clear documentation and consistency 
D)  Open communications and revamping of procedures 
E)  Clear organizational hierarchy definitions 
A)  Putting into place the systems of the acquiring firm as quickly as possible 
B)  Consistency and open communications 
C)  Clear documentation and consistency 
D)  Open communications and revamping of procedures 
E)  Clear organizational hierarchy definitions

Question 6

One solution to overcome personality conflicts is to:

Accepted Answer

A)  Develop a master plan 
B)  Emphasize team building 
C)  Use peer review 
D)  Develop a work breakdown 
E)  Develop overall budgets 
A)  Develop a master plan 
B)  Emphasize team building 
C)  Use peer review 
D)  Develop a work breakdown 
E)  Develop overall budgets

Question 7

Cultural differences in integrating international alliances can be found at the ____ levels.

Accepted Answer

A)  Division and country 
B)  Country and employee 
C)  Individual, company, country 
D)  Company, employee, and division 
E)  Employee groups 
A)  Division and country 
B)  Country and employee 
C)  Individual, company, country 
D)  Company, employee, and division 
E)  Employee groups

Question 8

Changes in the policies and procedures of a firm after two entities are integrated frequently results in ____.

Accepted Answer

A)  Confusion 
B)  New organizational structures 
C)  New CEO 
D)  New board of directors 
E)  New policy manuals 
A)  Confusion 
B)  New organizational structures 
C)  New CEO 
D)  New board of directors 
E)  New policy manuals

Question 9

What are the key three elements in integration? How should they work together?

Accepted Answer

. due diligence
. sh

Question 10

The three elements that need to be considered in integration are:

Accepted Answer

A)  Due diligence, shared lessons, and blended structures and cultures 
B)  Due diligence, training and development, and shared lessons 
C)  Shared lessons, training and development, and fit 
D)  Training and development, fit, and due diligence 
E)  Speed, synergies, and diligence 
A)  Due diligence, shared lessons, and blended structures and cultures 
B)  Due diligence, training and development, and shared lessons 
C)  Shared lessons, training and development, and fit 
D)  Training and development, fit, and due diligence 
E)  Speed, synergies, and diligence

Question 11

According to McCreight and Company an alliance implementation effort should include all of these except:

Accepted Answer

A)  Meet with all executives in the partnering firms 
B)  Define gaps in management talent 
C)  Leave intact the current organizational structure 
D)  Set implementation milestones measures of interim success 
E)  Consider developing specialized reward systems 
A)  Meet with all executives in the partnering firms 
B)  Define gaps in management talent 
C)  Leave intact the current organizational structure 
D)  Set implementation milestones measures of interim success 
E)  Consider developing specialized reward systems

Question 12

All issues are equally important as a firm seeks to implement the acquisition of technology or technology related firm.

Accepted Answer

A) True 
 B)False

Question 13

The joining of two firms is an immediate concern and there is little reason to worry about it over the long term.

Accepted Answer

A) True 
 B)False

Question 14

If the firm has planned properly, the building of fit typically occurs very quickly with little time and effort necessary.

Accepted Answer

A) True 
 B)False

Question 15

One of the operational issues that arises in the effort to build trust is transition costs are underestimated.

Accepted Answer

A) True 
 B)False

Question 16

It is estimated that ____ percent of problems implementing an acquisition are related to people/relationship issues.

Accepted Answer

A)  5 
B)  10 
C)  25 
D)  35 
E)  50 
A)  5 
B)  10 
C)  25 
D)  35 
E)  50

Question 17

The consulting firm A.T. Kearney estimates that ____ percent of the benefits of joining two firms together are obtained in the first year.

Accepted Answer

A)  25 
B)  45 
C)  65 
D)  85 
E)  100 
A)  25 
B)  45 
C)  65 
D)  85 
E)  100

Question 18

To facilitate team building the leadership of the combined firm should:

Accepted Answer

A)  Celebrate success loudly and ignore failures 
B)  Celebrate success loudly and work to learn from failures 
C)  Set clear objectives and ignore failures 
D)  Celebrate goal attainment and then move on 
E)  Hide all negative outcomes as long as possible so that a positive atmosphere with grow 
A)  Celebrate success loudly and ignore failures 
B)  Celebrate success loudly and work to learn from failures 
C)  Set clear objectives and ignore failures 
D)  Celebrate goal attainment and then move on 
E)  Hide all negative outcomes as long as possible so that a positive atmosphere with grow

Question 19

All of the following are elements of Cisco's system for the acquisition of technology focused firms except:

Accepted Answer

A)  Strong due diligence 
B)  Focus on all new management since the old managers are the ones that caused the problems 
C)  A "buddy" system matches key employees of the acquired firm with key employees in Cisco 
D)  Conversion of existing systems to Cisco's systems to advantage of economies of scale 
E)  Ninety days to complete integration of acquired firm into Cisco 
A)  Strong due diligence 
B)  Focus on all new management since the old managers are the ones that caused the problems 
C)  A "buddy" system matches key employees of the acquired firm with key employees in Cisco 
D)  Conversion of existing systems to Cisco's systems to advantage of economies of scale 
E)  Ninety days to complete integration of acquired firm into Cisco

Question 20

All of the following are a trap that impacts decisions on whom and what to delegate responsibilities in the merger except:

Accepted Answer

A)  Trap of compromise 
B)  Trap of misplaced beliefs 
C)  Trap of financial miscalculations 
D)  Trap of system superiority 
E)  Trap of not blending 
A)  Trap of compromise 
B)  Trap of misplaced beliefs 
C)  Trap of financial miscalculations 
D)  Trap of system superiority 
E)  Trap of not blending

The path toward a successful implementation of an acquisition in a technological setting should include what steps?

Cisco's system of acquisitions for technology or technology focused firms includes what?

The presence of rewards:

Some examples of operation issues that can emerge during the implementation of newly acquired technology include all of the following except:

After a technology based merger or acquisition, trust is built through:

One solution to overcome personality conflicts is to:

Cultural differences in integrating international alliances can be found at the ____ levels.

Changes in the policies and procedures of a firm after two entities are integrated frequently results in ____.

What are the key three elements in integration? How should they work together?

The three elements that need to be considered in integration are:

According to McCreight and Company an alliance implementation effort should include all of these except:

All issues are equally important as a firm seeks to implement the acquisition of technology or technology related firm.

The joining of two firms is an immediate concern and there is little reason to worry about it over the long term.

If the firm has planned properly, the building of fit typically occurs very quickly with little time and effort necessary.

One of the operational issues that arises in the effort to build trust is transition costs are underestimated.

It is estimated that ____ percent of problems implementing an acquisition are related to people/relationship issues.

The consulting firm A.T. Kearney estimates that ____ percent of the benefits of joining two firms together are obtained in the first year.

To facilitate team building the leadership of the combined firm should:

All of the following are elements of Cisco's system for the acquisition of technology focused firms except:

All of the following are a trap that impacts decisions on whom and what to delegate responsibilities in the merger except:

Management of Technology and Innovation: an Overview

Strategy Process and the Management of Technology and Innovation

Innovation: Planning

Internal Innovation: Implementation

Innovation: Evaluation and Control

Obtaining Technology: Planning

Obtaining Technology: Evaluation and Control

Building Capabilities for Mti Success

Organizational Learning and Knowledge Management

Appendix 1: Social Responsibility and the Management of Technology and Innovation

Appendix 2: Innovation: Project Management and New Product Development

Appendix 3: Managing Platforms and Portfolios of Technology

Appendix 4: Waves of Innovation and Predicting the Future

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Exam 7: Obtaining Technology: Implementation

The path toward a successful implementation of an acquisition in a technological setting should include what steps?

Cisco's system of acquisitions for technology or technology focused firms includes what?

The presence of rewards:

Some examples of operation issues that can emerge during the implementation of newly acquired technology include all of the following except:

After a technology based merger or acquisition, trust is built through:

One solution to overcome personality conflicts is to:

Cultural differences in integrating international alliances can be found at the ____ levels.

Changes in the policies and procedures of a firm after two entities are integrated frequently results in ____.

What are the key three elements in integration? How should they work together?

The three elements that need to be considered in integration are:

According to McCreight and Company an alliance implementation effort should include all of these except:

All issues are equally important as a firm seeks to implement the acquisition of technology or technology related firm.

The joining of two firms is an immediate concern and there is little reason to worry about it over the long term.

If the firm has planned properly, the building of fit typically occurs very quickly with little time and effort necessary.

One of the operational issues that arises in the effort to build trust is transition costs are underestimated.

It is estimated that ____ percent of problems implementing an acquisition are related to people/relationship issues.

The consulting firm A.T. Kearney estimates that ____ percent of the benefits of joining two firms together are obtained in the first year.

To facilitate team building the leadership of the combined firm should:

All of the following are elements of Cisco's system for the acquisition of technology focused firms except:

All of the following are a trap that impacts decisions on whom and what to delegate responsibilities in the merger except:

Management of Technology and Innovation: an Overview

Strategy Process and the Management of Technology and Innovation

Innovation: Planning

Internal Innovation: Implementation

Innovation: Evaluation and Control

Obtaining Technology: Planning

Obtaining Technology: Evaluation and Control

Building Capabilities for Mti Success

Organizational Learning and Knowledge Management

Appendix 1: Social Responsibility and the Management of Technology and Innovation

Appendix 2: Innovation: Project Management and New Product Development

Appendix 3: Managing Platforms and Portfolios of Technology

Appendix 4: Waves of Innovation and Predicting the Future

Filters