The article, although US-centric, also points out these issues. Having spent a number of years in the late Nineties working for a large, global consulting firm, I was involved in a number of pre-merger projects. These are complicated affairs, but there is no doubt that if a merger is being contemplated there are a number of key elements.

One is that a clear joint mission must be articulated. This may not seem possible at the very start, but these can be made visible with the right focus. This is the reason why so many mergers involve outside consultants.  

Perhaps because of my background, I tend to be against bringing consultants into organisations for run-of-the-mill projects, but mergers are one area where I lift my concerns. A merger or strong partnership must be delivered in a measured but tight timeframe and a good consultant can help deliver this.

Look outside and you will see organisations that 'talk the talk' over long periods of time usually do not make it to the 'altar.' I am not advocating a shot-gun wedding here but if you are still talking about it after six months, well the commitment is probably not there.

And commitment is key to this. If a large portion of the senior management team are not waking up in the morning thinking about this, then there is something seriously wrong.