Protect what makes the deal work
Identify the capabilities, customer relationships and people that underpin the strategic rationale. Integration should preserve these assets while addressing genuine overlap and risk.
Make choices early
Set principles for operating model, systems, brand and decision rights before every detail is settled. Local regulatory and cultural conditions should inform the pace and sequence.
Govern the transition visibly
Use a small set of milestones, accountable owners and issue pathways. Regular review helps leaders resolve trade-offs and keep integration connected to the value thesis.