The Evolution of the Post Merger Integration Process of Lafarge Group

Abstract

Numerous external growths have significant consequences on the structure of the firm. It asks the question of an acquisition competence existing in the firm. Must this competence remain project oriented? Is it possible to implement a formal structure, as we do for marketing or logistic? This article tries to put into light some responses. To illustrate our arguments, we will use a case study: the evolution of the acquisition competence in Lafarge Group from a project toward a formal department. This case study tries also to put into light consequences of this evolution.