Based on the case study in the picture, my assigned question is what should CEMEX do regarding its global business operations.I would appreciate if you could provide me with some points. Thank you. basis. In total, 600 people from within CEMEX and over 400 RMC managers wereously. The PMI office divided the work between functional teams, like 'cement opera-more diverse cultures and languages than anything CEMEX had encountered previ-The RMC acquisition was bigger, covered more countries (22), and includedBy December 2007, CEMEX had operations on four continents and in more thiates quarries. The only gaps in its global presence were China and India. CEMEi0 countries - 85 cement plants, 2365 ready-mix concrete facilities and 564 aggi2ported net sales of $21.7 billion and a net income of $2.6 billion. The compai(Continued)tions' and 'back-office'; each of these teams was replicated on a country by coera-involved in the RMC PMI. The HR integration was by far the most complex parthe process and CEMEX spent more than six months defining and building a framework that took staffing and country differences into consideration. At the kickoff etthe execution phase Zambrano addressed RMC managers and executives:You will quickly discover that CEMEX time seems to have fewer minutes inevery hour and more hours in every day. We are highly disciplined and dedi-cated to consistent, high level performance. We believe in continuous innova-tion. . our goal - and our track record – is to out-perform our competitorsyear in and year out.po ko one of the world's leading traders of cement, as it maintained jts oninping fleet and trading relationships with customers in close to 100 nations.Vet hy early 2009, because of the financial and economic crisis, the companlobal expansion was put on hold. A question which has to be asked is did thsmpany's ability to grow through acquisitions lead it to underestimate the eccomic risks involved?The absorption of RMC did not result in large-scale firings and layoffs. In fact, 80per cent of identified synergies were realized by changes in its processes, reposition-ing of business operations, and implementation of common management platforms.The results were impressive. Under its old owners, a large cement plant inEngland often ran at only 70 per cent capacity. Two months after the takeover andthe implementation of CEMEX Way it was increased to running at 93 per cent.In October 2006, CEMEX announced an unsolicited offer to purchase Sydney-based Rinker group, with operations in Australia and the US. The target company wasknown to be very well managed. This acquisition was an opportunity to blend the bestparts of CEMEX and Rinker to improve overall profitability, rather than to improveoperating efficiency, the motive for previous acquisitions. The Rinker deal was sealedat the beginning of 2007. Instead of scrapping what Rinker had, the plan was to startwith a thorough evaluation, identify the best of both parties, and determine whichparts of Rinker's operating system should be incorporated in the CEMEX Way – anobvious example was a waste burning initiative common to most Rinker plants.CEMEX's integration of Rinker could be considered a 'best of both' approach,as Rinker's production processes were very advanced in a number of technologicalareas and geographies. It would be to CEMEX's advantage to leverage this capabil-ity within the whole firm. However, without strong mutual respect for the knowl-edge and skills of each company, this kind of strategy will not work(ase study questions1. Assess and discuss the extent that CEMEX may be in difficulty in 2009.2, What do you think CEMEX should do in 2010 in relation to the four followingHRM and operational issues: (a) multi-skilling, (b) cost reduction, (c) talentmanagement and retention, and (d) process improvement?3. What should CEMEX do regarding its global business operations and inrelation to future expansion into China and India?ase study questions for further reflectionWhat during different stages of CEMEX's company history were the keysuccess factors behind its growth and development through merger andacquisition?What constitutes best practice in post-merger integration? appointed to his position in 1985 after working his way up through the organ-TMEX was established in 1906 in Monterrey, Mexico. The current CEO,CE Zambrano, is the grandson of the company's founder and wasration over 18 years. At that time, the company had five plants and 6,500employees. Zambrano refused to diversify into other businesses, the routefavoured by many other Latin American industrialists. Instead he focused onthe cement and building materials business he knew well and built up hiscompany through a series of carefully considered and implemented acquisi-tions, first in Mexico and then from 1992 in Spain, Latin America, thePhilippines and the US.Top management quickly realized that the newly acquired companies wereguided by different operating practices, structures and cultures than CEMEX.Most had been run quite ineffectively and CEMEX saw an opportunity to createvalue by implementing new processes and instilling new management behav-iour. The backbone of this strategy was a global operating platform, labelled theCEMEX Way.The aim of the CEMEX Way was to unify global operations, promote sharing ofbest practices, streamline and improve the value chain all the way down to thefinal customers, and allow rapid and simultaneous deployment of strategic initia-tives. With the CEMEX Way in place, the company could move fast and confidentlywith the post-merger integration, largely because its own systems and practiceswere well developed and explicit.To enable faster and smoother acquisitions, CEMEX put in place a systematicpost-merger integration (PMI) process to promote best practices and learn fromprevious experiences. Overlapping teams of managers and functional specialistsfrom different countries were sent to each newly acquired company so that knowl-edge and best practices would be passed on to the team responsible for each newacquisition.The typical PMI had four stages. An initial integration and planning stage, dur-ing which pre-assessment teams were sent to the newly acquired company toanalyse the situation and plan next steps, which was then followed by three execu-tion phases. In phase one, also called 'the 100-day plan', transition teams workedto identify further synergies through a gap analysis covering all business activities,Phase two focused on implementation, with the expectation that the CEMEX Waywould be fully operational by the end of this stage. Phase three was to return tobusiness as usual - at a higher level of operational efficiency.(Continued)CASE STUDYCEMEXThis case draws mainly on Marchand, D. and Leger, K. (2008) CEMEX Way toProfitable Growth: Leveraging Post-merger Integration and Best-practice Innovation(Case study no. IMD-3-1884). Lausanne: IMD. Copyright © 2008 by IMD,Lausanne, Switzerland. Not to be used or reproduced without prior written permis-sion directly from IMD.In September 2004, only a few months after defining its new global govern-ance model and deciding to implement one global operating system, the Mexicanbuilding materials company CEMEX announced its intention of acquiring theUK-based Ready Mix Concrete (RMC) group for US$5.8 billion. With this acquisi-tion CEMEX aimed to consolidate its position as one of the top three global playersin the industry.

With regard to the global business operations, CEMEX must, 1. Establish a globalized culture. As…

Answered: Based on the case study in the picture,…

Based on the case study in the picture, my assigned question is what should CEMEX do regarding its global business operations.

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