This Post #2 in the Merger and Acquisition series

Most people assume the biggest hurdles are technology or culture.

From my experience, the real friction is usually process-based. Different decision-making logics, reporting lines, and workflows disrupt the flow of a merging organization — subsequently delays and confusion is the outcome.

When this isn’t managed systematically, integration doesn’t just slow down. It can take up to five times longer.

This is one of the patterns I’ve seen repeated in integration work.

In the next post, I’ll share why process alignment makes the difference between firefighting and creating lasting value.