Integration Challenges

In the early stages of an acquisition, synergy projections often take center stage. Leadership teams talk confidently about unlocking cost savings through combined operations, streamlined systems, and reduced headcount. These anticipated efficiencies are used to justify aggressive valuations and provide stakeholders with a compelling ROI narrative. But once the deal closes, reality sets in. Integration begins, resistance surfaces, and the synergy forecast quickly starts to fa

In any acquisition, numbers tend to dominate the conversation. Revenue projections, EBITDA multiples, customer churn rates, these are the metrics that fuel boardroom decisions. But while financials are dissected and legal terms pored over, one critical factor is too often pushed to the post-deal phase: culture. Cultural due diligence is not a “nice-to-have” once the ink is dry. It’s a strategic imperative that belongs at the center of pre-deal assessments. When ignored or und

Post-merger integration fails less often because of strategy and more often because of operating model decisions made too early or not made at all. One of the most critical choices a CEO faces after closing is whether the acquired company should be integrated or assimilated. These terms are often used interchangeably, but they represent very different paths with very different risk profiles. STM sees this decision as foundational. Get it wrong and the organization experiences

Post-merger integration is where value is either realized or quietly destroyed. Yet too often, PMI is treated as a finite operational exercise rather than a strategic lever tied to the company’s long-term ambition. When integration is designed without a clear endgame, organizations default to speed, cost cutting, or structural convenience, only to discover later that the combined company cannot execute its growth strategy. Effective PMI starts with a simple but underused disc

Mergers and acquisitions involving creative studios, content houses, or innovation-led companies don’t follow the usual PMI playbook. The...

Most post-merger integrations start with a crisp slide deck and a confident vision. “Here’s why we did the deal.” “Here’s what success...

Mergers and acquisitions are as much about people and culture as they are about strategy and numbers. Yet, cultural misalignment remains...

One of the biggest operational headaches of integrating two manufacturing companies? Integrating two supply chains—each with its own...

Post-merger integration (PMI) is where deals succeed or fail. While internal teams play a vital role, relying solely on them to lead the...

When a company acquires another, the press release often celebrates strategy, scale, and synergies. But behind the scenes, CEOs know the...

Acquiring a company is a bold move—one that promises growth, new capabilities, and increased market share. But for many CEOs, what comes...