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Most mergers don’t fail on strategy — they fail in the first 100 days when leaders avoid hard decisions around culture, ownership and what the new company will actually become.
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An acquisition can put you ahead of the game in a new market, expand your offerings and grow your client base overnight. It allows you to shortcut years of R&D or instantly build new infrastructure and talent. It can set your business up for the next decade — and it also creates a level of complexity and pressure that can raise even seasoned entrepreneurs’ blood pressure. I once led the integration of five companies simultaneously.
