The encyclopedia · Strategy & Leadership · Strategic decision · 2006–2016
Alcatel and Lucent merged in 2006 — the result lost €1.4B in a single year
The 2006 merger of Alcatel and Lucent was meant to create a telecom giant. Instead it lost money every year from 2007 to 2011 and was sold to Nokia for parts.
Alcatel-Lucent · 2006-12
What happened
Alcatel and Lucent Technologies merged on 1 December 2006 in a deal valued at $13.4 billion. The merger was billed as a 'merger of equals' that would create a global telecom equipment powerhouse with combined revenues of $25 billion, capable of competing with Cisco and Huawei. Alcatel brought strength in Europe and wireline networks; Lucent brought the US market and Bell Labs research.
The integration was a disaster from the start. The two companies had incompatible product lines, overlapping R&D that was never rationalised, and a clash of French and American corporate cultures. Customers were confused by competing product roadmaps. The combined company lost money every year from 2007 to 2011. Revenues fell from $25 billion at merger to $14.4 billion by 2012.
In 2008, CEO Patricia Russo and Chairman Serge Tchuruk both resigned after the company posted a net loss of €3.5 billion for 2007. The company sold its Genesys call-centre unit for $1.5 billion in 2011 to raise cash. In October 2013, it announced plans to cut 10,000 jobs — 14% of its 72,000-strong workforce. The 'Shift Plan' restructuring failed to restore profitability.
In April 2015, Nokia agreed to acquire Alcatel-Lucent for €15.6 billion. The acquisition was completed in January 2016, and the Alcatel-Lucent brand was retired in November 2016. The merger that was supposed to create a global champion ended with the French company being absorbed by its Finnish competitor at a fraction of the combined value the merger was meant to create.
Why it happened
- The merger combined two companies with incompatible product lines and overlapping R&D — customers faced competing roadmaps from the same supplier.
- Cultural clashes between French and American management styles prevented effective integration — the 'merger of equals' produced paralysis, not synergy.
- The merged company faced brutal competition from Huawei on price and Cisco on innovation, with no clear competitive advantage from the combination.
- The integration was never properly executed — overlapping operations were not rationalised, cost savings were not realised, and the company lost money every year from 2007 to 2011.
The lesson
A merger of equals in a consolidating industry only works if the integration is ruthless. Alcatel-Lucent kept two of everything and got the worst of both worlds.
Sources
- Nokia agrees to buy Alcatel-Lucent for $16.6B — The Verge, April 2015
- Alcatel-Lucent — Wikipedia (merger history, financial losses, Nokia acquisition)
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