Home Technologies, Inc.: Merging Corporate Learning Centers (a)

14 Pages Posted: 21 Oct 2008

See all articles by Mark E. Haskins

Mark E. Haskins

University of Virginia - Darden School of Business

Jill Simandl

University of Virginia - Darden School of Business


Ted Colby, the newly appointed director of the Home Technologies, Inc.'s (HTI) learning center, is crafting a plan for the integration of the two learning centers, which come with different operating philosophies, assets, and practices. Colby's goal is to create a single department suitable for the new entity, HTI. In the (A) case, students are challenged to critique Colby's early integration concerns and decisions. In the (B) case, students have the opportunity to evaluate the integration progress and evolving situation about a year after the (A) case. Colby has been able to execute some of his changes for positive results, but other plans have been stalled or pushed back, and uncertainty over the future of HTI's corporate financial performance is proving problematic





It was a bright, clear, late February day—perfect weather for driving to the beach. Ted Colby, director of Home Technologies, Inc.'s (HTI's) corporate learning center needed to get out of the office for a couple of days. It had been a busy few months surrounding the acquisition of Home Innovations Company (HIC) by Leisure Time Technologies, Inc. (LTTI), to form HTI. As the newly appointed director of HTI's corporate learning center, Colby was responsible for integrating the two learning centers of the newly merged companies. He was a month into his new role, and the frenetic pace of the merger-related activities had not yet subsided. As he left his office in Asheville, North Carolina, he headed the car east on I-40 to the Outer Banks—a string of islands along the coast of the Atlantic. Colby looked forward to the two days he would have to reflect on some of his initial actions, issues, and current plans for integrating the two corporate learning centers.

Colby had founded and directed the LTTI learning center four years earlier. While there, he had developed a multi-year plan to build it into a key part of LTTI's strategic approach to attracting, developing, and retaining talented people for the company. The company had never fully embraced his plan due to a variety of other preemptive imperatives that always seemed to surface. Naturally, he was pleased to learn that HTI was committed to excellent and significant professional development for its employees and that the HTI learning center was to play a prominent role in that regard. Of course, as in many mergers, he had spent several anxiety-filled weeks wondering if he would have a job when the merger was final, because there had been no doubt the two learning centers would be streamlined into one. He and his wife had celebrated when it was announced that he was to be the director of the new company's learning center.

Both LTTI and HIC had relied on their corporate learning centers as part of their business operations, but it was clear that the two centers differed significantly in their operating structures, strategic goals, and capabilities. These differences were apparent in the facilities, personnel, and the relationships they each had with external vendors and with other parts of their respective, prior organizations.

. . .

Keywords: post-merger intetgration, corporate university

Suggested Citation

Haskins, Mark E. and Simandl, Jill, Home Technologies, Inc.: Merging Corporate Learning Centers (a). Darden Case No. UVA-G-0590, Available at SSRN: https://ssrn.com/abstract=1279981

Mark E. Haskins (Contact Author)

University of Virginia - Darden School of Business ( email )

P.O. Box 6550
Charlottesville, VA 22906-6550
United States
434-924 -4826 (Phone)

HOME PAGE: http://www.darden.virginia.edu/faculty/haskins.htm

Jill Simandl

University of Virginia - Darden School of Business

P.O. Box 6550
Charlottesville, VA 22906-6550
United States

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