Oscar Munoz Quotes

You can't merge six banks and think that nothing will happen.

Multiple mergers can be challenging because people come from different backgrounds.

A merger is hard to pull off under any circumstances. It's harder when everybody is against you.

Once parties [businesses] merge, the eggs are very difficult to unscramble.

In any merger, the biggest challenge is always integration of human resources because the people who are coming in have a lot of apprehension.

I know a lot of companies that have a very well defined post-acquisition process. However, many of them don't take into consideration the dynamics and personalities of the acquiree. Instead, they assume that everyone will happily be assimilated.

Avoiding the all-too-typical divisive trappings of a takeover and creating instead a shared transnational culture - this is one of the most important lessons learned from combining Fiat and Chrysler to create FCA.

In any merger, when you have large organisations coming together, there will be challenges in terms of culture.

At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.

At Time Warner, I had ten percent of the stock after the merger. But when we merged with AOL, I was diluted down to three percent.

Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?

There could be no better time to fully integrate Infinity with Viacom's tremendous portfolio of assets. Infinity is performing at record levels and continues to generate a tremendous amount of free cash flow that will now fully benefit Viacom.

The cost to Tata of purchasing Land Rover and Jaguar may have been small, but its wider symbolic significance is enormous.

It [a merger] will eliminate the two firms' vigorous competition against each other.

Do you have the same vision of where industry is going as the target of your acquisition? If visions differ, you might get together economically for a while, but then you are going to have problems.

Usually, the first three months post acquisition are up and down. The acquirer and the acquiree are trying to figure out how to interact. The founders of the acquiree are usually tired from the deal process and adjusting to their new reality.

You can get wrapped up in that megamerger mentality.

The sad fact is that it would be fair to say that United is a generic, bureaucratic, tired company. A sort of DMV in the sky. No real culture. No real strategy. No real expectations for employees or customers. All of which is a shame.

There will be no job cuts arising out of this merger in Europe - this is in the interest of jobs in Europe.

The big-business mergers and the big-labour mergers have the appearance of dinosaurs mating.

The cable industry has risen to new heights in their apparent willingness and ability to gouge the American consumer. Cable rates [have] increased an unbelievable five-and-a-half times faster than inflation.

If you don't like your job, you don't strike! You just go in every day, and do it really half assed. That's the American way.

United Airlines: Passengers are our worst enemy. We're not too fond of luggage either.

Customers tend to avoid a restaurant that's going aswamp in its own sludge.

I am not angry. I am just disappointed that, once again, a hotel has tried to convince me it will move heaven and earth to ensure I am comfortable when, in reality, it won't even pass me the coffee pot!