Situation 04 · Post-Merger
Two companies, on paper one.
Operationally they keep running side by side: two role frameworks, duplicate functions, two logics of governance. Every duplication has a history and an advocate.
Two companies are to become one, and the synergies promised are in the business case. In the program this is called Post-Merger Integration and synergy assessment.
The problem underneath is that synergies are calculated at function level and realized at position level. Half the value gets lost in between — and every redundancy has a history and an advocate.
Synergy assessment stays the right question. It only holds if both companies sit on one model, down to the position where two roles become one.
Full integration or satellite model — and which of the smaller company’s strengths survives the decision?
The integration variant is chosen, not grown. And every redundancy decision stands up to being questioned by both sides.