I need more context about the deal rationale as I expect some patterns and trends may be identified. I would bet on a prioritization of synergies over treating them as equally important. What are the needs of the acquiring company and why does the management believe the transaction will be valuable? The leadership or steering committee should be able to set priorities and key expectations.
I’m guessing that a group of synergies would include broad categories, such as revenue generating or cost cutting synergies? Or are your groupings more narrowly defined – like HR -acquiring talent for R&D? Some synergies might be industry specific, like a case of industry consolidation. Considering that each transaction is unique, then synergies are likely to be varied as well. Some might be business critical whereas others are only ‘nice to have.’