Merger success—defined as value creation—depends heavily
on how well conceived the deal was to begin with. But a
good outcome is even more dependent on having a
well-designed and carefully implemented integration
strategy. To put it simply, no deal is a good deal if
management can’t make it work. Many things contribute to
the high casualty rate, but the myriad risk factors can
be greatly reduced and in some cases eliminated. The
odds of success dramatically improve when management
adheres to some fundamental rules for effective
integration. pdf
