2026/09/22
In 2005, BenQ thought it was buying an opportunity. A year later, it was dealing with a collapse.
The deal looked promising on paper. Siemens wanted out of its loss-making mobile phone business, while Taiwan-based BenQ saw a chance to acquire a well-known European brand, valuable technology, and access to new markets. Together, they hoped to create a serious competitor to Nokia, Motorola, and Samsung.
Instead, the deal quickly turned into one of the most striking corporate failures of its time. Within roughly a year, BenQ Mobile’s German operations were on the verge of collapse and filed for insolvency.
How did a deal designed to strengthen BenQ and give Siemens’ mobile business a second life fall apart so quickly?
The BenQ–Siemens story shows how misjudging an acquisition, underestimating integration challenges, and getting the strategy wrong can turn a promising deal into an expensive problem.
2026/09/19
Imagine that a company’s success depends largely on a single individual. This person has unique connections, experience, and expertise, yet is unwilling to follow established procedures.
What matters more to the business—personal relationships or well-designed processes? What should a manager do when the company’s best employee generates millions in revenue but refuses to share their methods and know-how? Should the company adapt to this individual, or should it build a system that can operate effectively without them? And what role do cross-cultural differences play in this dilemma?
2026/09/18
What began as a strategic partnership ultimately turned into one of the most high-profile corporate battles in European history. The struggle for control of Mannesmann lasted nearly three months and involved public statements, strong resistance from the company’s management, and an extensive campaign to win over shareholders. It ended with a record-breaking transaction valued at approximately €180 billion.
2026/09/16
A talented employee who consistently delivers strong results is seen by her manager as lacking initiative. But does a reluctance to act independently necessarily indicate a lack of competence?
This case illustrates how workplace conflict may stem not from the individuals involved, but from differences in national culture.
2026/09/14
The merger of Daimler-Benz AG and Chrysler Corporation in 1998 is considered one of the most famous examples of a failed corporate integration. Despite enormous expectations, the deal—worth approximately $36 billion—ended in an asset sell-off less than a decade later, along with losses in the billions of dollars.