The choice of a group structure for large-scale mergers or acquisitions is often the deciding factor when it comes to realizing those synergies that were assessed at the conclusion of the transaction.
In the case of mergers in particular, this process should create a common culture, which means that the work of the company will be directed toward achieving common goals. If this is not done, reverse effects could occur.
There are many examples of unsuccessful mergers at the time of large-scale acquisitions, where the only mistake was a total disregard for the importance of carrying out the merger in the form of a process.
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