Carlomaria Grassi ||| How the best acquirers excel at integration | McKinsey & Company

... the integration
of an acquired business should be explicitly tailored to support the objectives
and sources of value that warranted the deal in the first place. It sounds
intuitive, but we frequently encounter companies that, in their haste, turn to
off-the-shelf plans and generic best practices that tend to overemphasize
process and ignore the unique aspects of the deal. Since the deal rationale is
specific to each acquisition, so is the integration approach, and it’s
important to think through the implications of the deal rationale and the
sources of value for the focus, sequence, and pace of the integration. Consider,
for example, the experience of two companies where R&D was a primary source
of value for an acquisition. After prefacing their integration plans with a
close review of their respective objectives, they each took a different
approach to integration ...   How the best acquirers excel at integration | McKinsey & Company