Pressure-test the strategic logic of an acquisition, model the value creation honestly, and plan the integration that determines whether the deal succeeds or destroys value.
## CONTEXT Most acquisitions destroy value, a remarkably durable finding across decades of research, and the causes are predictable: a strategic rationale that sounds good but does not survive scrutiny, synergies that are overestimated and back-loaded, a price that assumes everything goes right, and an integration…
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