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Studies have shown that a large percentage of mergers underperform their grand predictions of success. Two large companies that join together spend so much time on operational integration that they end up running on the fumes of their past glory and brand names. What you rarely see are new ideas or innovation. What s behind the merger of Mobil and Exxon As best I can figure out, it s a bunch of accountants and efficiency experts figuring out how to cut costs, gain market share, and boost the stock price. Immense resources and big brand names rarely guarantee innovation. More often, all that tradition and bureaucracy get in the way of any repositioning thinking.

1 8"- x-1 2" Alum / /

For f12 < 0, acquires a nonvanishing vacuum expectation value, which may be assumed real, along o:

1 8" Alum /

16.23 Threading rubber band through one end of air muscle and attaching opposite end to top plate screw

Other things that come with a big merger are double or triple the number of employees, products, shareholders, and customers. Managing all this becomes exceptionally difficult. Pretty soon, there are endless meetings about logos, cutting head counts, closing offices, selling off businesses, and figuring out how to put the right spin on all this to customers and employees.

Note Tension or rubber band is sufficient to extend air muscle (approx. 2lbs.)

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Pass a double strand of wire through the plastic hole and front loop of the air muscle. Twist the ends of the wire together securing the components together. If there is excessive wire left from twisting, clip it off using wire cutters. The top view should look something like Fig. 16.24. We can now see how the finger will contract. As the air muscle is pressurized, it contracts. The contraction pulls the plastic stem of the finger pull, which in turn contracts the finger. When pressure from the air muscle is released, the rubber band extends the air muscle back into its original extended position. At this point it s a good idea to static test the finger. Connect the air supply to the muscle to ensure it operates in the manner just described. The prototype required a pressure of 42 psi to fully contract the index finger. When the finger operates properly, connect the air muscles to the remaining fingers in the same manner described. Figure 16.26 is a close-up of the air muscles connected to all the finger pulls.

Next, there are the problems with keeping the company s best people from taking their egos elsewhere. Pecking orders get disrupted. Everyone s trying to figure out who is up, who is down, and who is out. The actual business at hand is buried in a flurry of rumors and time spent looking for a new job. But what tops all the problems is what they call culture clash, or bringing together two highly complex, large, and not necessarily like-minded companies. Culture is the way we do things around here. This includes participation in decision making, performance rewards, risk tolerance, and quality and cost orientation. All this leads to, at great expense, a great deal of touchy-feely communication and integration seminars. Team building and sensitivity training become the rage, and change management consultants ride into town. That s what happens in U.S. mergers. When you have global mergers such as DaimlerChrysler, all that New Age stuff goes out the window. Could a German carmaker ever integrate with a Detroit carmaker Not likely. You know what those Mercedes engineers thought of those Chrysler engineers Not much. There s no chance that management consultants could change those attitudes. It s no wonder the marriage blew apart in short order.

The thumb is the most important finger on the hand. It makes grasping, holding, and using tools much easier. Don t think so Try picking up a coin off a table or floor without using your thumb. Now try using a few tools, like pliers, wire cutter, hammer, or drill. To make the thumb, cut off the small finger assembly from the second hand unit purchased. Assemble this finger section lower and at a 45 degree angle to the other fingers (see Fig. 16.27).

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