The close of a utility merger typically caps a grueling
nine- to 12-month process. But the hard work of
integrating the two companies is just beginning. After a
merger, management needs to balance the activities
necessary to complete the integration with those that
ensure smooth ongoing operations. This is no easy task,
and underestimating these challenges can have unwelcome
consequences. Hewing to the original intent of the
pre-close integration process is management’s best
chance to achieve the deal’s full, intended value. pdf
2012