Integration can be split into different types, depending on the structure of the merger deal. Figure 6 summaries the most usual types of integration and the predictable amount of integration support needed.
An example of where integration was not managed correctly can be seen in the Bank of America and Merrill Lynch merger of 2009. This merger failed due to the failings in interacting integration plans early. The merger was under stress and there was disruptions in communication that lead to major cracks in the establishment (Zhu, 2014). This shows how crucial it is for organisations to communicate their plans around leadership and organisational changes as early as possible.
An example of where integration was not managed correctly can be seen in the Bank of America and Merrill Lynch merger of 2009. This merger failed due to the failings in interacting integration plans early. The merger was under stress and there was disruptions in communication that lead to major cracks in the establishment (Zhu, 2014). This shows how crucial it is for organisations to communicate their plans around leadership and organisational changes as early as possible.