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so we typically see our clients doing a number of things to make their integration successful firstly we very much encourage the senior leaders to set the direction of the integration early and to do that upfront next the focus is on you know really driving out the value from the deal and finally theres a lot of time spent and effort spent in building the new organization so the key elements in setting the direction for the integration those are firstly to define the objectives of the merger really the philosophy that you plan to use when youre running the integration it might be around for example deciding if you wanted to be a merger of equals or more of a takeover also really important is to manage the integration separate separately from the day-to-day running of the business and the reason for that is just to give it enough time and enough focus and then once you know where the big areas of value are in the deal then youre better off organizing the PMI teams to mirror those val