In February 2013, US Airways announced that it would merge with American Airlines to create the world’s largest airline. During the acquisition integration process, CEO Doug Parker had to determine how best to combine the two airlines’ core systems, operating processes, and leadership teams, as well as the appropriate scope and speed of strategic changes. Parker knew that his choices would send important signals to employees, customers, and competitors.
Harvard Business School senior lecturer David Fubini discusses how Parker approached those decisions in the case, Merging American Airlines and US Airways.
