The two parties had nothing in common - the groom a geeky young upstart, the bride an experienced older woman. Until then, Case's judgment had been exemplary. By 1996, AOL had 4.6 million subscribers and, two years later, it smartly bought CompuServe and Netscape. But AOL's surprise match with Time Warner left the business community gawping in disbelief. Had the start-up overreached itself? How could techies work alongside creatives? Doubt yielded to worry. The honeymoon ended prematurely - shortly after the deal, shares in the group slumped by 75%. Case resigned as CEO in 2003, and the firm quietly dropped AOL from its moniker. Last month, Case left Time Warner for good. In the present hot M&A climate, it's a salutary tale.
Around the world, rules are tightening about how you collect, store and handle data.
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This CEO uses the concept of a 'sympathy window' to handle the hard times.
Our well-connected corporate lobbyist finds a surprising consensus across the political divide over what happens next.
Joining a business after rapid growth, Russ Shaw found himself tasked with doing some trimming.
Danger isn't the enemy of innovation, says Nils Leonard, founder of creative studio Uncommon. But embarrassment is.