ABSTRACT
Leaders with a successful track record in mergers and acquisitions (M&A) realize the challenges of acquiring a new business start when the deal closes, and they shift their focus to how they can best derive value from the deal—immediately. Usually, the acquirer wants to integrate the two businesses to save costs, develop synergies, and generate value for shareholders. Even when two very similar companies join, however, differences will surface. From the start, leaders will probably understand how different trade relationships, products, and locations will affect the deal but remain less certain about how the two companies’ histories and cultures will pose challenges.
