Integration Strategy
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From experience I have seen that integration strategies defined and approved during Due Diligence and Sign-to-Close often de-rail once the integration and transformation phases start. When reality hits the acquisition both PMO and Steering Committee seems to agree on changing course and goals without redefining the integration strategy.
How do you handle this dilemma of reality hitting the acquisition project versus pursuing an approved integration strategy which in some cases may prove that the acquisition turns out to be little successful or even value destroying for the acquiring company?
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