The deal closed. Now two estates, two supplier landscapes, two sets of institutional knowledge and two reporting cultures have to become one operating enterprise, on a timeline the market was promised.
Every function runs its own integration workstream. Every workstream sees its own slice. Nobody holds the whole collision.
Integration risk lives in the crossings: the system consolidation that quietly depends on people who are weighing their options, the supplier contract whose termination assumption feeds the synergy number, the commitment made to the board that no single workstream owns end to end.
Two reporting traditions produce twice the reporting and half the certainty.
- Cross-plane dependencies made explicit: where a technical consolidation, a people risk and a financial assumption are the same fact seen three ways.
- The movement of integration commitments over time, so the position keeps pace with an integration that never stands still.
- Institutional knowledge from both organisations preserved as governed evidence rather than dissolved in the merger.
One current executive reality across both estates, and whether the integration commitment still holds.
Which consolidations can actually be operated, and which dependencies concentrate risk across the combined estate.
Synergy and cost assumptions connected to the operational events that confirm or threaten them.
Integration governance stops arbitrating between two versions of the truth. It works from one governed reality, and the enterprise that emerges keeps the knowledge of both organisations that formed it.
Preserve institutional knowledge while creating one current executive reality.
Desired outcomeWhat this position looks like on paper: the Project Cinnabar Executive Decision Brief →