[Mery De Pra]

According to literature, in case of high strategic interdependence between acquiring and acquired company and low demand for organizational autonomy, the merged company should aim at a high degree of integration (complete fusion of both structures and creation of a new organizational structure).
Do you think this applies also to horizontal mergers (same market served) and companies with similar size? Which would be the most challenging and riskier part of the integration?

[Bianca Chance]

Yes, I think the logic holds for horizontal mergers too, especially when the companies are similar in size and operate in the same market. High strategic interdependence often means shared customers, overlapping operations, and a need for unified branding and systems—so full integration makes sense.

That said, the most challenging part is often cultural integration. Even when companies look similar on paper, differences in leadership style, decision-making, or internal norms can derail progress. Aligning people and processes without losing momentum or morale is where the real risk lies.

Curious to hear how others have navigated this—especially in peer-to-peer integrations.

[Author]

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