In 2006, Ford Motor Company’s losses came in at a staggering $12.7 billion; but four years later, profits had rebounded to $6.6 billion. At around the same time, Carlos Brito’s “one firm, one culture” optimization policy delivered $2.3 billion in synergies, exceeding pre-merger projections for Anheuser-Busch’s combination with InBev by 50%.
Both Ford and AB InBev’s CEOs achieved these results by adeptly applying the principles of organizational optimization—concepts explored by Toptal Finance Restructuring Expert, Christopher Hearing, in this article.
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