In the first leadership meeting after an acquisition , the focus inevitably turns to the numbers on a spreadsheet. Leaders analyze the P&L, debate synergies and map out cost-cutting measures, believing they are taking firm control of their new asset. This, however, is a dangerous illusion because while the numbers provide a snapshot of past performance, I've found they're lagging indicators, blind to the true, forward-looking value drivers of the business.

In turn, the most critical warning signs of a troubled integration are revealed in the conversations — or lack thereof — about the customer experience.

When those discussions are absent, it exposes a fundamental misunderstanding of what was just acquired , and the practical consequences aren't subtle; they're swift and catastrophic

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