The big two pull ahead of the field
WHEN STEVE HENDRY, senior vice-president of financial planning at MGM, took on the challenge of building a centralized international treasury system to handle mass payments and disbursements for the company’s burgeoning home entertainment business, he maybe forgot about the law of unintended consequences. Could he have inadvertently set his company up as an acquisition target?
To be fair to him, he had more pressing concerns in the autumn of 2003, when the board and senior management of MGM mandated implementation of this complex, IT-intensive, cross-border project within a few months.
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